LIVING THE DREAM - Iskandar Regional Development Authority

Transcription

LIVING THE DREAM
Here and Now
#G-01, Block 8, Danga Bay, Jalan Skudai,
80200 Johor Bahru, Malaysia
Tel : +607 233 3000 | Fax : +607 233 3001
IRDA
Satellite
Office
Iskandar Regional Development Authority (IRDA)
Suite 5-3 , 5th Floor, Block 3B
Plaza Sentral, Jalan Stesen Sentral 5
50470 Kuala Lumpur, Malaysia
Tel : +603 2260 6777 | Fax : +603 2260 7999
Email: enquiries@irda.com.my
Iskandar Service Centre: 1 800 88 3010
www.iskandarmalaysia.com.my
ISKANDAR REGIONAL DEVELOPMENT AUTHORITY
ANNUAL REPORT 2011
Iskandar Regional Development Authority
Annual Report 2011
LIVING THE DREAM
Here and Now
Many important milestones have been achieved in Iskandar
Malaysia since its launch in 2006. The completion of major
infrastructures, iconic developments and catalytic projects has not
only sparked the imagination of a nation, but has created a vibrant
and lively regional hub where people from all over the world – can
come to invest, work, live and play.
As such, this Annual Report aims to highlight the developments
that have changed people’s lives for the better – through a series
of testimonials that offers us a glimpse of how people in Iskandar
Malaysia are living their dreams, here and now.
3
4
Annual Report 2011
I’m so lucky to be living here in
Iskandar Malaysia, because when I
finish secondary school, I have so many
choices of universities waiting for me in
EduCity@Iskandar Malaysia, Nusajaya,
Bandar Dato’ Onn and Bandar Seri Alam,
City of Knowledge.
Umi Syazana binti Salim
A student from SMK Tasik Utara, Johor Bahru, on how she is looking
forward to a world-class education in Iskandar Malaysia.
5
6
Annual Report 2011
I love shopping
ho
opping in the
e JJoho
Johor
or P
Premium
remium
Outlets w
with
It’s
ith my family.
amily. It
t’s convenient
co
onvenient
and hass a
all
ll the branded
randed g
goods
oo
o
ods tthat
hat I’m
m
looking ffor.
or. Truly
uly amazing.
amazing
g.
Thanendren a/l S.Kanagalingam
A college student
Bahru
spend
the
ent in Johor Bah
ahru
ru o
on
n how
w he
h likes to sp
spe
end
d th
he
weekend with his fam
family.
mil
ily.
y.
7
8
Annual Report 2011
As a civil servant, I love working in
the environment that Kota Iskandar
provides. The surroundings are very
conducive and its well connected to
the city.
Admi binti Tugiman
A Johor Bahru resident who works in the Agriculture Department
in Kota Iskandar.
9
10
Annual Report 2011
Contents
ISKANDAR MALAYSIA & ISKANDAR REGIONAL
DEVELOPMENT AUTHORITY
SOCIAL INCLUSIVENESS
Social Development
Iskandar Malaysia
Economic Drivers for Growth
Five Flagship Zones
The Economic Clusters
15 - 16
17
18
19 - 20
Iskandar Malaysia 5 Year Progress
Iskandar Malaysia 5 Year Anniversary
Snapshot of Projects
IRDA’s Vision & Mission
2011 Calendar of Key Events
21 - 22
23 - 24
25 - 26
27 - 28
29 - 30
31 - 32
93 - 106
INVESTMENT & PROMOTION
Economic & Business
Iskandar Service Centre
Strategic Communications
109 - 114
115 - 118
119 - 122
OPERATIONAL SUPPORT
Human Capital Management
Legal & Secretarial Services
Corporate Performance Management
Commissioner’s Office
125 - 126
127
128 - 129
130
CO-CHAIRMEN’s & CE’s STATEMENTS
Co-Chairmen’s Statements
Chief Executive’s Statement
35 - 38
39 - 40
MEMBERS OF THE AUTHORITY & COMMITTEES
The Members of the Authority & Committees
Profiles of the Members of the Authority
Profiles of Advisory Council
EXCO Members
IRDA Committees
43
44 - 48
49 - 50
51
52 - 56
FINANCIAL REPORT
Statement of Corporate Governance
Internal Controls & Compliance
Annual Financial Review
Certificate of the Auditor General
Statement by the Members of IRDA
Statutory Declaration
Financial Statements
133
134 - 135
136 - 137
138
139
140
141 - 170
IRDA’s ORGANISATION
Senior Management Team
Organisation Structure
59 - 65
66
INFRASTRUCTURE DEVELOPMENT
Planning & Compliance
Flagship Development
69 - 87
88
Information & Communications Technology (ICT)
89 - 90
DISCLAMER
This report was prepared pursuant to Section 17 of IRDA Act 2007 and is an account of works and activities done by IRDA.
Neither IRDA nor any of its employees make any warranties, expressed or implied, or assume any legal liability for the
accuracy, completeness or usefulness of any information or process disclosed or represents that its use would not infringe
privately owned rights.
Reference herein to any specific commercial trade name, trademark, manufacturer or otherwise does not necessarily
constitute or imply its endorsement, recommendation or favouring by IRDA. The views and opinions expressed by authors
herein do not necessarily state or reflect those of the Malaysian Government or the State Government of Johor or any
agencies thereof.
11
12
Annual Report 2011
Iskandar Malaysia
& Iskandar Regional
Development Authority
(IRDA)
Iskandar Malaysia
Economic Drivers for Growth
Five Flagship Zones
Iskandar Malaysia 5 Year Progress
Iskandar Malaysia 5 Year Anniversary
2011 Calendar of Key Events
13
15 - 16
17
18
19 - 20
21 - 22
23 - 24
25 - 26
27 - 28
29 - 30
31 - 32
14
Annual Report 2011
Iskandar Malaysia
Located at the southernmost tip
of Peninsular Malaysia, Iskandar Malaysia
(within the state of Johor) is strategically
positioned on the world’s busiest shipping
routes, and its rich endowment of natural
and human resources has both underpinned
Johor’s past successes and underscores
Johor’s future potential.
Iskandar Malaysia is transforming the socioeconomic landscape of Peninsular Malaysia’s
southern state of Johor. An initiative of the
Malaysian Federal Government and the Johor
State Government, the 2,217 square-kilometer
main southern development corridor is three
times the size of Singapore and stands on
record as the single largest development
project ever to be undertaken in the region.
Malaysia has undergone tremendous
economic transformation to be one of the
fastest growing economies in the region.
Iskandar Malaysia was conceived to secure
the country’s competitiveness in a rapidly
changing global economy.
As envisaged by the master-planners,
Iskandar Malaysia would be a project ahead
of its time, where living, entertainment
and business would seamlessly converge
in a vibrant and sustainable metropolis of
international standing. A great deal of careful
Flagship A
Johor Bahru City Centre
15
planning has also gone into ensuring that the
development would be sustainable, taking
into consideration the direct and indirect
needs of its respective stake-holders.
As part of the Indonesia-Malaysia-Singapore
Growth Triangle, Iskandar Malaysia’s strategic
location and proximity to some of the
world’s most dynamic economies is a key
differentiating factor for the development.
Located at the cross-roads of the important
East-West trade routes, it is mid-way between
the region’s two economic power-houses,
China and Japan.
Easily accessed by air, land and sea, the
development also enjoys a standard of living
comparable to some of the region’s more
developed economies, but at a much lower
cost. Other advantages include a multi-lingual
and educated work-force and a vast land-bank
for any future development.
Kuala Lumpur
Johor
It is also positioned as an international
metropolis to decrease trade barriers and
increase human mobility. Iskandar Malaysia
has also been identified as one of the projects
that can obtain financing under a Facilitation
Fund provided under the Tenth Malaysia Plan
and this is manifestation of clear political will
to make the development a Malaysian success
story.
Flagship B
Kota Iskandar, Nusajaya
Flagship C
Port of Tanjung Pelepas
Flagship D
Johor Port, Pasir Gudang
Flagship E
Senai International Airport
16
Annual Report 2011
Five Flagship Zones
Economic Drivers
for Growth
N
W
E
S
Since its official launch in November 2006, the
vision of Iskandar Malaysia has been taken off the
drawing board and is rapidly being transformed
into a next generation metropolis. Iskandar
Malaysia has become a powerful brand name that
resonates across investment communities all over
the world.
With Phase 1 (2006-2010) just completed, a
critical mass has been established with the timely
delivery of major infrastructure and several iconic
investment projects. Iskandar Malaysia has now
progressed into Phase 2 of the Comprehensive
Development Plan.
FLAGSHIP A
FLAGSHIP B
FLAGSHIP C
(JOHOR BAHRU
CITY CENTRE)
(NUSAJAYA)
(WESTERN GATE
DEVELOPMENT)
• Central Business
District
• Danga Bay Integrated
Waterfront City
• Upgrading of Central
Business District
• Tebrau-Plentong
Mixed Development
• Customs,
Immigration and
Quarantine Complex
(CIQ)
• Johor - Singapore
Causeway
• Lido Boulevard
• Conservation
and Heritage
•
•
•
•
•
•
Kota Iskandar
Puteri Harbour
Medini
Legoland
EduCity
Southern Industrial &
Logistics Clusters
(SiLC)
• Afiat Health Park
• International
Destination Resort
• Housing and
Residential Projects
• Port of Tanjung
Pelepas (PTP)
• Tanjung Bin Power
Plant
• Malaysia - Singapore
Second Link
• RAMSAR World
Heritage
• Tanjung Piai –
Southernmost Tip
of Mainland Asia
• Free Trade Zone
FLAGSHIP D
FLAGSHIP E
(EASTERN GATE
DEVELOPMENT)
(SENAI-SKUDAI)
• Tanjung Langsat
Industrial Complex
• Tanjung Langsat Port
• Johor Port
• Pasir Gudang
Industrial Park
• City of Knowledge
- Seri Alam
17
•
•
•
•
Senai Airport City
Senai Cargo Hub
Senai High-Tech Park
Sedenak Industrial
Park
• MSC Cyberport City
• Johor Technology
Park
• Johor Premium
Outlets
18
Annual Report 2011
THE ASPIRATIONS
2005
2025
(projected)
Population Size (million)
1.4
3.0
GDP (PPP) in USD (billion)
20.0
93.3
14,790
31,100
0.61
1.27
GDP per capita (PPP) in USD
Employment (million)
Source:
Comprehensive Development Plan 2006–2025 and updated as per IRDA’s latest projections
To achieve these aspirations, Iskandar Malaysia would need to generate
sufficient momentum by sustaining a GDP growth of 8.0% annually up to the
year 2025.
A total investment of RM382.0 billion (USD115.7 billion) would be required
over the 20-year period.
Year
CATALYSTS FOR GROWTH
Iskandar Malaysia had been identified
as one of the key catalysts and highimpact developments under the Ninth
Malaysia Plan 2006-2010.
The Comprehensive Development
Plan (CDP), launched by the Malaysian
Prime Minister on 4 November
2006, provides a framework for the
comprehensive development of
Iskandar Malaysia in a holistic and
sustainable fashion, placing emphasis
on creating a healthy investment
climate that is attractive to local and
foreign investors.
Under a cluster development
approach adopted by the CDP, nine
major economic clusters have been
identified to spearhead and fast-track
the development of the corridor.
19
Growth will be led by the services and
manufacturing sectors:
Total Investment Target
2006 - 2010
RM 47.0 billion
2011 - 2015
RM 73.0 billion
2016 - 2020
RM 107.0 billion
2021 - 2025
RM 155.0 billion
Source:
Comprehensive Development Plan 2006–2025
SERVICES
•
•
•
•
•
•
Healthcare Services
Education Services
Creative Industries
Financial Services
Tourism
Logistics
The target for Phase 1 has already been achieved, with total aggregate, domestic and foreign
investments amounting to RM69.48 billion, which surpasses by 148%.
The Comprehensive Development Plan 2006-2025 outlines in detail the vision and development
blueprint for Iskandar Malaysia and is available on www.iskandarmalaysia.com.my.
MANUFACTURING
• Electrical & Electronics
• Petrochemical & Oleochemical
• Food & Agro Processing
* Exchange rate
of USD1: RM3.42
has been used
throughout the
report (Source: Bank
Negara Malaysia’s
published rate on
31 December 2009)
20
Annual Report 2011
Iskandar Malaysia
5-Year Progress
(IRDA) is established via an Act of
Parliament, IRDA ACT 2007
IRDA holds inaugural meeting,
co-chaired by the Prime Minister
of Malaysia and the Menteri
Besar of Johor
The Malaysian Government
announces a range of
financial incentives,
including tax exemptions,
for companies that invest
in specific sectors in
Iskandar Malaysia
Phase 1 of SiLC in
Nusajaya is launched
New Iskandar Malaysia brand
is launched by the Prime Minister of Malaysia
New road infrastructure projects for
Iskandar Malaysia worth a total of
RM3 billion is announced by the
Menteri Besar of Johor
An allocation of RM200 million
to implement public housing
in Iskandar Malaysia is announced
by the Prime Minister of Malaysia
6 out of 32 planned
blueprints have been
completed
Kota Iskandar,
the new Johor State administrative
centre, is officially opened
Ulu Tiram Interchange
Agreement to develop
Pinewood Iskandar
Malaysia Studios is signed
Agreement for
Marlborough College
Malaysia is signed
Puteri Harbour Family
Indoor Theme park is signed
Yahya Awal Interchange
EduCity stadium and
sports complex
construction begins
Agreement for
Netherlands Maritime
Institute of Technology
is signed
Medini
Iskandar Malaysia
is launched
2007
2009
2008
Johor Premium Outlets signed
Iskandar Investment Berhad,
the catalytic developer for
Iskandar Malaysia,
is incorporated
Newcastle University
campus is signed
Comprehensive Development Plan
for Iskandar Malaysia is released
Iskandar Malaysia (then known as the South
Johor Economic Region) is officially launched
by His Royal Highness the Sultan of Johor
LEGOLAND
Malaysia is signed
Construction of
Coastal Highway
commences
Work on Perumahan Rakyat
Iskandar Malaysia project begins
Iskandar Malaysia records RM16 billion
in committed investments; cumulatively,
more than RM41 billion in investments
have been committed since its launch
21
Bas Iskandar Malaysia
service is launched
16 out of 32 planned
completed
Iskandar Malaysia records RM13.81 billion
in committed investments; cumulatively,
more than RM55 billion in investments
have been committed since its launch
21 out of 32 planned
completed
Newcastle University
Medicine Malaysia
(NUMed) is launched
Johor Premium
Outlets is
launched
Agreement for
Gleaneagles
Medini Hospital
is signed
Rumah
Iskandar
Malaysia is
launched
Columbia Asia Hospital
commences operations
2006
Agreement for University
of Southampton campus is signed
2010
Agreement for Raffles
University Iskandar is signed
2011
12 Community Police
Posts established
11 drainage projects and 5 rivercleaning projects completed
Khazanah Nasional and Temasek
Holdings announce a joint-venture
to develop an iconic wellness
township project
Iskandar Malaysia records RM13.92
billion in committed investments;
cumulatively, more than RM69
billion in investments have been
committed since its launch
Iskandar Malaysia records
RM77.82billion in committed
investments, as of September 2011
Skudai – Senai Highway
Senai-Desaru Highway
Jalan Kolam Ayer Upgrading
Jalan Abu Bakar
– Jalan Skudai
22
Annual Report 2011
Iskandar Malaysia
5-Year Anniversary
Launching the
Iskandar Malaysia
5-Year Progress
Report in
commemoration
with Iskandar
Malaysia’s 5-Year
Anniversary
Celebration.
Prime Minister’s
opening speech at
the Rumah Iskandar
Malaysia Launching
Ceremony.
Left:
Prime Minister’s
openng speech at
Puteri Harbour.
Left:
Prime Minister
receiving a
memento at the
launch of Rumah
Iskandar Malaysia.
Right:
Prime Minister
receiving a
Memento of
Iskandar Malaysia.
Left:
Launch of Police
Auxiliary Unit
Right:
Launcing of
Nusajaya Flagship B
23
Right:
Prime Minister
planting a tree to
commemorate the
the launch of Rumah
Iskandar Malaysia.
Left:
Prime Minister at
the Rumah Iskandar
event.
Right:
Prime Minister
presents keys to
new Rumah Iskandar
homeowners.
24
Annual Report 2011
JOHOR
SENAI - SKUDAI
JOHOR BAHRU
CITY CENTRE
EASTERN GATE
DEVELOPMENT
NUSAJAYA
WESTERN GATE
DEVELOPMENT
N
W
25
E
26
Annual Report 2011
Iskandar Regional
Following the official launching of Iskandar Malaysia in November 2006,
IRDA was set up on February 2007 by a Federal Act of Parliament known
as the Iskandar Regional Development Authority Act 2007. As a Federal
Government statutory body, IRDA plays a pivotal role in the development
of Iskandar Malaysia.
The IRDA Act 2007 spells out its functions and responsibilities in relation to establishing
national policies, directions and strategies for the development of the corridor.
The core functions and primary roles of IRDA can be summarised as follows:
PLANNING
• Integrating and recommending planning policies of the key partners, Federal State
government and other agencies to advance and realise the vision of Iskandar Malaysia
• Identifying and developing strategies to enhance infrastructure, skills, science and
technology research for the development of Iskandar Malaysia
PROMOTION
• Serving as the brand guardian of Iskandar Malaysia as an investment hub
• Providing Consultancy and information on investment support in Iskandar Malaysia
• Wide promotion of Iskandar Malaysia is to the general public and potential investors
in both local as well as international markets
FACILITATION
• Monitoring and aligning sector developments and required enablers in line with the
Iskandar Malaysia Vision
• Acting as the principal coordinating agent on behalf of relevant Government agencies
for the processing and expediting of requisite approvals for investors
• Assist existing investors in the resolution of issues affecting their business
environment.
27
28
Annual Report 2011
Vision
To create Iskandar Malaysia as the first choice
to invest, work, live & play
Mission
Vision
Mission &
Shared Values
Iskandar Malaysia is set to become one of the
most developed economic regions, where living,
entertainment, environment and business seamlessly
converge within a bustling and vibrant metropolis.
To drive economic growth of Iskandar Malaysia into
a strong and sustainable metropolis of international
standing
Shared Values
• INTERNATIONAL STANDING
We must benchmark against other
sustainable world class organisations interms of the Iskandar Malaysia’s vision,
our mindset, displaying the right behaviours
and deploying international standard best
practices
• INTEGRITY
We uphold integrity by doing the right thing
ethically and professionally, regardless of
job security or popularity and without fear
of scrutiny
• ENVISION
We have the foresight to drive Iskandar
Malaysia’s vision through exemplary
leadership, innovativeness and pro –
activeness whilst being relevant and
sensitive towards our environment and
stakeholders
• ENABLE
We strive for strong collaborations with
partners, stakeholders and especially
investors to facilitate achievement of
desired results and outcome
• ENGAGE
We are fully committed in engaging with
stakeholders with humility, assertiveness
and intelligence to achieve effective and
continuous communication at all times
29
30
Annual Report 2011
2011 Calendar
of Key Events
January
- May
Iskandar Malaysia Small
Medium Enterprise
(IM SME) Outreach
Awareness/Dialogue
Programs
BN Youth Job Fair
25 - 27 March 2011
PWTC, Kuala Lumpur
Major Traffic Division
at TAR Interchange
Trade and Investment
Mission to Europe
15 June 2011
TAR Interchange
September 2011
5th Investor Dialogue
GES 2011
27 - 28 June 2011
The Zone Hotel
17 - 19 October 2011
Resorts World Singapore
Symposium on Low
Carbon Asia Research
Project & Launching
of Low Carbon Society
Study for Iskandar
Malaysia
Opening of Interchanges
June
- December
13 January 2011
Persada Johor
Special Committee
- Iskandar Malaysia -
Coastal Highway
– Last Pour Concrete
Brunei
7 April 2011
Coastal Highway
31 January 2011
Visit By UK Trade &
Commission Of British
Commission
9 & 10 February 2011
IRDA Office
Invest Malaysia 2011,
Kuala Lumpur
12 April 2011
Shangri-La Kuala Lumpur
29 October 2011
Kulai Interchange, Coastal
Highway Interchange &
Abu Bakar Interchange
4 July 2011
Puteri Pacific Hotel
Launching of CPP
Flat Sri Stulang
5th Iskandar Malaysia
Open Day
19th February 2011
Flat Sri Stulang
22 - 24 April 2011
City Square Johor Bahru
Launching of Bextra
Mission to South Korea
Mission to Japan
Iskandar Johor
Open 2011
April 2011
July 2011
17 - 20 November 2011
Horizon Hills Golf &
Country Club
Visit By Ambassador
of Poland
Launching of 9 Sector
Booklets
JB Raya Open House
Iskandar Malaysia
5th Anniversary
10 March 2011
IRDA Office
5 May 2011
Putrajaya
8 September 2011
Persada Convention
Centre Johor
Ulu Tiram Flyover
Opening
The Wealth of Iskandar
KL Raya Open House
Malaysia (TWOIM)
18 March 2011
Ulu Tiram
24 - 26 May 2011
Persada Johor
19 September 2011
Sime Darby Convention
Centre
1 March 2011
31
RAMP OPENING
30 July 2011
Iskandar Malaysia 5th
Year Appreciation &
Recognition
14 November 2011
Thistle Hotel
11 December 2011,
Puteri Harbour
PM Visit - Launching of
Rumah Iskandar Malaysia
11 December 2011
Tapak Perumahan
Iskandar Malaysia
(PRISMA)
32
Annual Report 2011
Co-Chairmen’s
& Chief Executive’s
Statements
33
35 - 38
39 - 40
34
Annual Report 2011
Dato’ Sri Mohd Najib Tun Abdul Razak
Co-Chairman, IRDA, Prime Minister Of Malaysia
Three highpotential economic
sectors have been
earmarked to fasttrack growth and
improve the quality
of life in Iskandar
Malaysia - the
Tourism, Education
and Oil & Gas
sectors will bring
in RM139.3 billion
in investment by
2020 as well as
generating 68,000
jobs in Iskandar
Malaysia
The New Straits
Times
This is a time of great opportunity and
progress for Iskandar Malaysia.
Year 2011 marks its 5th year in its quest
for the Malaysian southern corridor
development and our vision for the future
has never been brighter.
This year, Iskandar Regional Development
Authority (IRDA) successfully concluded Phase
One – the first 5 years of the ISKANDAR
MALAYSIA Comprehensive Development
Plan – and celebrated noteworthy advances
in infrastructure deliveries, progress in new
and realized investments, reaching out to
community for social wealth sharing through
awareness efforts, education and jobs creation
and opportunities.
Iskandar Malaysia needs to further harness
its strength and manage current challenges
to embark on opportunities that will have
implications on Phase 2 of the Iskandar
Malaysia mission for years to come.
Launched five years ago, Iskandar Malaysia
was, by any standard, one of the critical
developments to achieve the nation’s vision
of a developed country by 2020, raising the
national income level, providing investment
from manufacturing to services and, most
importantly, rejuvenating Johor Bahru city
whilst focusing on Safety and Security.
Its goal was to transform the region to lead
in the next century to remain relevant and
competitive. Most significantly, the Iskandar
Malaysia development is centred on multi
collaborative efforts of federal, state and local
authorities; business catalyst partners and the
community buy-in of the economic growth
which addresses some of the community’s most
complex problems.
(IRDA)’s dedicated employees, collaborative
business, agency partnerships and other
key stakeholders clearly share the belief in
Iskandar Malaysia’s role and importance.
Despite the global economic crisis of European
financial markets and investors’ uncertainties,
we congratulate the achievement of the
cumulative committed investment of RM84.78
billion with a 45% realised investment.
Johor Premium Outlets, the nation’s first ETP
was successfully launched on 11 December
2011, on schedule and to expectations. We
expect the actualisation of the 2012/2013
Tipping point projects to record further success
and make a significant contribution to the local
and national economy.
A landmark achievement is the ability to
capitalise on the international education sector
with the success of EduCity@Iskandar Malaysia,
Nusajaya and Bandar Seri Alam, City of
Knowledge. The ability to attract international
universities and faculties to Iskandar Malaysia
is essential for developing our human capital.
I am also particularly pleased with IRDA’s work
on human capital readiness, which will ensure
a ready supply of talent and workers to meet
the demands of implementation plans. The
on-going engagement with the community,
the provision of entrepreneurial support and
training for up skilling for the new market
environment is to be applauded.
As extraordinary as that, the real significance
of the early success of Iskandar Malaysia is to
have enabled the region, state and the Rakyat
to participate in the work of this large scale
development in this century.
Great regions are a long-term commitment
and investment, we need to continue to take
risks; enhance programs to innovate, pioneer
new ideas and technologies with the Rakyat in
mind.
Congratulations to IRDA and all the partners of
Iskandar Malaysia.
Iskandar Malaysia needs to further
harness its strength and manage
current challenges to embark
on opportunities that will have
implications on Phase 2 of the
Iskandar Malaysia mission for
years to come.
Dato’ Sri Mohd Najib
Tun Abdul Razak
Co-Chairman, IRDA, Prime Minister Of Malaysia
35
36
Annual Report 2011
Dato’ Haji Abdul Ghani bin Othman
Co-Chairman, IRDA, Chief Minister of Johor
With major
improvements
in the economic
and infrastructure
developments, the
catalytic Economic
Transformation
Programme in
Iskandar Malaysia
would accelerate
positive social
developments in
making Malaysia
a modern and
developed nation
by 2020
Berita Harian
Iskandar Malaysia continues to make steady
progress, with a number of key deliverables
taking shape and delivered as scheduled,
giving a good indication that things will
continue to be on track for the next phase
of development in the years to come.
The most visible and tangible milestone was
the completion of major road exchanges
and expansion of the region’s transportation
infrastructure, which has proven to be
immensely beneficial to the public and greatly
improved accessibility to many parts of
Iskandar Malaysia.
Without doubt, the massive infrastructure
development and associated economic
activities spurred by Iskandar Malaysia over
the past 5 years are not only changing the
landscape of southern Johor, but also a clear
affirmation of our commitment to success.
The year 2011 also saw the deployment of
a state-led reach out programme, Karnival
Kerjaya Perniagaan dan Kemahiran (KEPAK)
that began its statewide tour in the second
quarter of the year, to ensure that public
is informed and has better access to the
jobs and business opportunities spurred by
development and economic growth.
Social inclusion programme continues to be
a priority with deployment of projects such
as public housing, squatters’ relocation, and
public transit service to enhance livability
within Iskandar Malaysia without marginalizing
any segment of the population.
As our objective is to create a balanced
environment that puts equal emphasis on
economic growth and social expansion, it is
therefore imperative that there is continued
emphasis to embed enhanced public
amenities and services in development
programmes within Iskandar Malaysia that will
benefit everyone.
The need to create a competitive and
resilient economy that enables sustainable
growth in the face of economic turbulence
and increased competition will be a major
challenge that will require not only hard
work and perseverance, but also the ability to
expand our business linkages.
Therefore, while we continue to seek
investments that will drive economic growth,
it is also important for Iskandar Malaysia
to foster strong and mutually beneficial
relationships with ASEAN countries, as a
strong regional presence and extensive
connectivity is crucial for sustained economic
growth and a major attraction for future
investments.
As Malaysia strives to be a high-income
nation, the State Government of Johor is
confident that Iskandar Malaysia will be pivotal
in enabling Johor to contribute towards this
economic objective.
As Malaysia strives to be
high-income nation, the State
Government of Johor is confident
that Iskandar Malaysia will be
pivotal in enabling Johor to
contribute towards this economic
objective.
Dato’ Haji Abdul Ghani
bin Othman
Co-Chairman, IRDA, Chief Co-Chairman, IRDA, Chief Minister of Johor
37
38
Annual Report 2011
Datuk Ismail bin Ibrahim
Chief Executive, IRDA
IRDA would attract
investments for
all flagship zones,
where each of them
has its own strength
and potentials
Borneo Post
Sarawak
In 2011, Iskandar Regional Development
Authority (IRDA) aggressively pushed
forward to ensure that the first five-year
milestones of Iskandar Malaysia were met
and achieved. There were also significant
entries of investments and major catalytic
project launches.
The first ETP project, Johor Premium Outlets
(Flagship E), was opened on schedule on 11
December 2011 by the Prime Minister. More
than 40% of the RM84 billion committed
investments were realised with the top 3
investors from Singapore, Spain and Japan.
Nusajaya (Flagship B) is also aggressively
completing the iconic projects of Puteri
Harbour Indoor Theme Park, the Traders hotel
and, Legoland Theme Park which is scheduled
to open in 2012. The development plans
are moving forward for the transformation of
Johor Bahru city as the centre of Arts, Culture.
Iskandar Malaysia was also pleased to
welcome Newcastle University (NuMed) into
Educity@Iskandar Malaysia, Nusajaya. The
opening of NuMed was officiated by Prince
Andrew, Duke of York. Great strides were
made in 2011 with the completion of major
roads and the opening of interchanges at
Jalan Tun Razak, Horizon Hills and Jalan
Abu Bakar. These infrastructure works have
improved traffic flow and connectivity as well
as enhanced business opportunities in the
surrounding communities.
IRDA would like to thank the Prime Minister
and Chief Minister of Johor for supporting our
key implementations and for their presence
at the inaugural launching of Rumah Iskandar
Malaysia. The handing over of keys to lucky
tenants on 11 December 2011 was a significant
and memorable moment for all of us at IRDA
and for the people of Iskandar Malaysia.
To achieve our vision of “A Sustainable
Metropolis of International Standing” and
to meet the global challenges of tomorrow,
39
IRDA participated in the Corridor and City
Lab driven by PEMANDU and organised an
internal IRDA-led Lab in late 2011. Both these
labs were aimed at providing the details and
focus plans that will drive the 2nd Phase of the
Comprehensive Development Programme.
Interestingly, during the last quarter of 2011,
IRDA also conducted a research to measure
the brand awareness of Iskandar Malaysia; the
result showed a 58% awareness (2009 - 43%
awareness). This brand recognition has shown
that there has been a great stride made
towards reaching out to target communities
through engagement and communication on
the Iskandar Malaysia economic region.
We believe in making Iskandar Malaysia
a model for Smart City developments in
Malaysia. We must continue to move forward,
to innovate and to pioneer new territories
of liveability and investor friendliness. IRDA
was founded on the idea that the Iskandar
Malaysia development could and should
benefit the Rakyat at all times. We will
continue to seek opportunities where we are
able to make contributions that will support
economic growth and advance business
discoveries.
When Prime Minister Dato’ Seri Mohd Najib
exhorted the battle cry of ‘People First &
Performance Now’, IRDA took leadership to
mobilise and educate its stakeholders so that
they could participate and become of greater
service to the public. The events of this past
year has exemplified that and we believe that
it is just the beginning.
As we go forward, IRDA will continue to
explore new opportunities to live up to that
charge and serve the Rakyat of Iskandar
Malaysia.
We thank all our partners, federal and state
agencies, vendors, staff and the people of
Iskandar Malaysia for their continuous belief
and trust.
IRDA was founded on the idea
that the Iskandar Malaysia
development could and should
benefit the Rakyat at all times. We
will continue to seek opportunities
where we are able to make
contributions that will support
economic growth and advance
business discoveries.
40
Annual Report 2011
The Members of
The Authority
& Committees
Profiles of the Members of the Authority
Profiles of Advisory Council
EXCO Members
IRDA Committees
41
43
44 - 48
49 - 50
51
52 - 56
42
Annual Report 2011
The Iskandar Regional Development
Authority was established by an Act of
Parliament, Iskandar Regional Development
Authority Act, 2007. Section 4 of the Act
states that the objective of IRDA is to
develop the Iskandar Development Region
into a Strong and Sustainable Metropolis of
International Standing.
As stipulated by Part II of the IRDA Act 2007,
IRDA is governed by a Board officially known
as the Authority. The primary responsibility of
MEMBERS
OF THE AUTHORITY
The Authority is assisted by an Executive
Committee (EXCO) which consists of six (6)
Members appointed by the Authority. The
day-to-day administration of IRDA is entrusted
to the Chief Executive. The Authority met
twice, in April and November in the year
under review, 2010.
There are eight members in total. The
Co-Chairmen, Members and Secretary of the
Authority are:
THE CO-CHAIRMEN
• Dato’ Sri Mohd Najib Tun Abdul Razak
Prime Minister of Malaysia
• Dato’ Haji Abdul Ghani bin Othman
Chief Minister of the State of Johor,
Malaysia
TWO REPRESENTATIVES
FROM FEDERAL
GOVERNMENT
• Tan Sri Dr. Wan Abdul Aziz
bin Wan Abdullah
Secretary-General, Treasury,
Ministry of Finance
• Datuk Noriyah binti Ahmad
Director-General, Economic Planning Unit,
Prime Minister’s Department
• Dato’ Sri Dr. Ali bin Hamsa
Director General,
Public Private Partnership Unit (3PU)
(Rep. to Datuk Noriyah binti Ahmad)
43
the Authority includes but is not limited to the
setting of strategies, directions and policies
relating to the development within Iskandar
Malaysia and other functions in connection
therewith.
Profiles of the
Members of the Authority
Dato’ Sri Mohd Najib Tun Abdul Razak is the Prime
Minister of Malaysia and Minister of Finance. Prior to the
premiership, Dato’ Sri Mohd Najib Tun Abdul Razak was
the Deputy Prime Minister of Malaysia since 2004. He was
appointed twice as the Minister of Defence from 1990 to
1995 and from 1999 to 2008.
The Authority is Co-chaired by the Prime
Minister of Malaysia and the Chief Minister of
Johor. The other six members of the authority
comprise two representatives each from the
federal government, state government and
private sector.
Other Cabinet ministerial posts held were Minister of
Education (1995–1999), Minister of Youth and Sports
(1987–1990) and Minister of Culture, Youth and Sports
(1986–1987). He also served as Chief Minister of Pahang
from 1982 to 1986.
TWO REPRESENTATIVES
FROM JOHOR STATE
GOVERNMENT
Prior to that, he was the Deputy Minister of Finance
(1981–1982), Deputy Minister of Education (1980–1981)
and Deputy Minister of Energy, Telecommunications and
Posts (1978–1980). Dato’ Sri Mohd Najib pursued his tertiary
education at the University of Nottingham, UK where he
graduated in 1974 in industrial economics.
Dato’ Sri
Mohd Najib
Tun Abdul
Razak
• Dato’ Haji Abd. Latiff bin Yusof
State Secretary, State Government,
Johor
• Dato’ Hamsan bin Saringat
Director, State Economic
Planning Unit (UPEN), Johor
TWO PROFESSIONAL
REPRESENTATIVES
• Tan Sri Dato’ Azman bin Haji Mokhtar
Managing Director,
Khazanah Nasional Berhad
• Tan Sri Dato’ Tan Kay Hock
Chairman and Chief Executive,
Johan Holdings Berhad
SECRETARY
• Ismail bin Ibrahim
Dato’ Haji Abdul Ghani is the Chief Minister of the State
of Johor, a position that he has held since 1995. Dato’ Haji
Abdul Ghani was previously the Minister of Youth and Sports
at the Federal Government-level (1993–1995). Prior to that,
he was the Deputy Minister of Finance (1990–1993) and
Deputy Minister of Energy, Telecommunications and Posts
(1987–1990).
Dato’ Haji
Abdul Ghani
bin Othman
Dato’ Haji Abdul Ghani was a Colombo Plan scholar
and graduated with an Honours Degree in Economics
from La Trobe University, Melbourne, Australia and a
Master’s Degree in Political Economy from the University
of Queensland, Brisbane, Australia. He was conferred an
Honorary Doctorate of Laws by La Trobe University in 1998.
44
Annual Report 2011
Profiles of the
Tan Sri
Dr. Wan
Abdul Aziz
bin Wan
Abdullah
Tan Sri Dr. Wan Abdul Aziz is the Secretary-General,
Treasury, Ministry of Finance, a post he assumed in
February, 2007. He served various divisions in the Prime
Minister’s Department and Ministry of Finance since
1975. He was appointed the alternate Executive Director,
World Bank Group, Washington DC, USA (on secondment
from the Government of Malaysia) representing Brunei
Darussalam, Fiji, Indonesia, Laos PDR, Malaysia, Nepal,
Singapore, Thailand, Tonga and Vietnam.
He is currently on the Board of various organisations such as Federal Land Development
Authority (FELDA), the Retirement Trust Fund (KWSP), MISC Berhad, Inland Revenue Board
(IRB), Malaysia Airlines System Berhad (MAS) and Petroliam Nasional Berhad (PETRONAS), to
name a few.
Tan Sri Dr. Wan Abdul Aziz graduated with a Bachelor of Economics (Hons) in Applied
Economics from the University of Malaya. He pursued his Master’s in Philosophy (Development
Studies) at the University of Sussex, UK and later his Ph.D (Business Economics) from the
University of Leeds, UK.
Datuk
Noriyah
binti Ahmad
(Retired on
17 October 2011)
Datuk Noriyah is the Director-General of the Economic
Planning Unit (EPU) of the Prime Minister’s Department.
Prior to her appointment in June 2009, Datuk Noriyah held
the positions of Deputy Director-General (2005–2009) and
Senior Director (2003–2005) of the Economic Planning Unit.
Before that, she served in the Ministry of Energy,
Communications and Multimedia from 1998 to 2003, and in
the Ministry of Domestic Trade and Consumer Affairs from
1993 to 1998.
Datuk Noriyah holds a Degree in Applied Economics (Hons) from the University of Malaya and
a Degree in Development Economics from the University of Kent, UK.
Dato’ Sri
Dr. Ali bin
Hamsa
Dato’ Sri Dr. Ali is the Director General of the newly
established Public Private Partnership Unit (3PU) in the
Prime Minister’s Department. At 3PU, Dato’ Sri Dr. Ali is
responsible for Privatisation and Private Finance Initiative
(PFI) projects, Public Private Partnerships, facilitation
funds, regional development through Corridor initiatives
and energy projects implemented by Independent Power
Producers (IPP). Prior to that, he served in various positions
in a number of public sector agencies including the Ministry
of International Trade and Industry, Ministry of Transport, INTAN and the Economic Planning Unit
from 1981 to April 2009.
Dato’ Sri Dr. Ali is also actively involved in the development of various statutory bodies in his
capacity as a board member. These include the Penang Port Commission, Energy Commission
and Johor Corporation (JCorp). Dato’ Sri Dr. Ali graduated from the University of Malaya
in 1979 with a Bachelor of Arts (Hons) degree. In 1986, he obtained a Master in Science
(Economics) from Oklahoma State University, USA, and a Ph.D. in Environmental Economics in
1997 from the same University.
45
Dato’ Haji Abdul Latiff has been the State Secretary of
Johor since October, 2006.
Prior to his appointment as State Secretary, he was the
Mayor of Johor Bahru. He also held various positions
including District Officer for the districts of Mersing, Kluang
and Muar, respectively. He also served as Secretary of the
Johor City Council.
Dato’ Haji
Abdul Latiff
bin Yusof
(Retired on
13 March 2011)
In the year 2000, Dato’ Haji Abdul Latiff was appointed Chairman (Yang Dipertua) of Batu Pahat
Town Council. He has previously served as Private Secretary to the Chief Minister of Johor.
Dato’ Haji Abdul Latiff holds a Bachelor of Arts Degree from the University of Malaya.
Dato’ Hamsan has been the Director of Economic Planning
Unit, State of Johor since 2006.
Prior to this appointment, he was the District Officer for
Pontian (2005–2006) and Batu Pahat (February–December
2006).
Dato’
Hamsan
bin Saringat
Dato’ Hamsan also served as the Deputy Financial Officer
of Johor (January–December 2004). Dato’ Hamsan began
his service in the Johor Civil Service in 1976 and has been serving the Johor State Government
for 30 years. Dato’ Hamsan holds a Bachelor of Economics Degree (Hons) from the University of
Malaya.
Tan Sri Dato’ Azman is the Managing Director
of Khazanah Nasional Berhad (Khazanah), the strategic
investment arm of the Government of Malaysia. Prior to his
appointment in June, 2004, he was Managing Director and
co-founder of BinaFikir Sdn Bhd, a financial consultancy;
Director, Head of Country Research, Salomon Smith Barney
Malaysia and Director, Head of Research, Union Bank of
Switzerland, Malaysia. Before that, he held various positions
in Tenaga Nasional Berhad (TNB, formerly known as National Electricity Board, LLN).
Tan Sri
Dato’ Azman
bin Haji
Mokhtar
Tan Sri Dato’ Azman is the Chairman of Iskandar Investment Berhad, Axiata Group Berhad
(formerly known as TM International Berhad), Valuecap Sdn Bhd and holds various Board
memberships, including UEM Berhad.
He serves on various public service bodies including the Advisory Board for Cluster of
Excellence Schools, the Board of Governors of the Malay College, Kuala Kangsar, the Malaysian
Directors Academy, Yayasan Khazanah and the Executive Committee of Malaysia International
Islamic Financial Centre (MIFC). He is also a member of the Kuala Lumpur Business Club, the
Asia Business Council and the INSEAD East Asia Council.
He obtained his Master’s of Philosophy in Development Studies from Darwin College,
Cambridge University, UK. He is a Fellow of the Association of Chartered Certified
Accountants (ACCA) and a Chartered Financial Analyst (CFA). He also holds a post-graduate
Diploma in Islamic Studies from the International Islamic University, Malaysia.
46
Annual Report 2011
Profiles of the
Tan Sri
Dato’
Tan Kay
Hock
Tan Sri Dato’ Tan Kay Hock is a lawyer by training, having
been called to the Bar by Lincoln’s Inn, UK in 1971. In
1972, he was admitted as an advocate and solicitor to the
Supreme Court of Malaysia.
He is the Chairman and Chief Executive of Johan Holdings
Berhad and a Non-Executive Chairman of George Kent
(Malaysia) Berhad, both listed on Malaysian Bourse (Bursa
Malaysia) as well as a Non-Executive Chairman of Jacks
International Ltd, a public company listed on the Singapore Exchange Trading Limited.
He also sits on the Malaysian-Philippines Business Council and the Steering Committee of
ASEAN-Japan Business Meeting.
Datuk Ismail bin Ibrahim joined IRDA on 1 January 2010
as Chief Executive. Born in Muar, he received his early
education at the Malay College, Kuala Kangsar and later
at the Heriot-Watt University in Edinburgh, Scotland
majoring in town planning. In 1990, he was awarded the
British Council Fellowship to specialise in Planning Law at
Newcastle University in England.
Datuk
Ismail
bin
Ibrahim
He joined the Malaysian Civil Service in 1983 and is
registered with the Board of Town Planners. In February
2006, he was seconded to Khazanah Nasional Berhad as the
Senior Vice President of Special Projects and the following
year, he was seconded to Iskandar Regional Development
Authority (IRDA) as the Senior Vice President.
In addition to that, he is a trustee of the Malaysian Humanitarian Foundation.
Dato’ Haji
Obet
bin Tawil
Appointment Date:
14th March 2011
Dato’ Haji Obet was appointed as the State Secretary of
Johor on March 2011. Prior to that, he was the Director
of Johor Land and Mines Department. He has served the
public sector since 1979, in various government agencies,
including Land Office of Mersing, Kluang and Muar. He is
also the Director of Johor Corporation.
Dato’ Haji Obet Tawil holds a Bachelor of Commerce
(Accountancy) from the Universiti Kebangsaan Malaysia.
Datuk
Dr. Rahamat
Bivi binti
Yusoff
Appointment Date:
18th October 2011
Datuk Dr. Rahamat Bivi is the Director-General of the
Economic Planning Unit (EPU).
He was appointed as the first Federal Commissioner for the
Authority in October that same year and member of the
Approval and Implementation Committee (AIC).
He is a Board Member of the Board of Town Planners
Malaysia, Vice President of the Malaysian Institute of
Planners (MIP), Board Member to the Badan Warisan
Malaysia and a member of Harvard Business School alumni.
He is also a member of the Malaysia Singapore Business
Council, an Exco member of the National Biotechnology
Implementation Council, an Advisory Board Member of
the Iskandar Malaysia UTM Research Centre(IMREC) and
Committee member of the Johor State Town Planning
Department.
Prior to her appointment in October 2011, she was the
Deputy Secretary General (Systems & Control) in the
Ministry of Finance. She has served the public service for
almost 30 years. She also sits on the board of the Malaysia
Maritime Academy (ALAM), Farmer’s Organization Authority
Malaysia, University of Malaya and Hang Tuah Jaya.
Datuk Dr. Rahamat Bivi holds a Doctorate from the Australian National University and has a
Masters in Economics from the University of Western Michigan, USA.
47
48
Annual Report 2011
Profile of the Advisory Council
The Advisory Council was established by resolution at the First Authority Meeting on 19
February, 2007. The Council consists of eminent Malaysians and foreign nationals who are,
in the view of the Prime Minister with the concurrence of the Chief Minister of Johor, in the
position to provide advice and guidance to promote the aspirations of Iskandar Malaysia as a
metropolis of international standing. There are presently five members in total.
Tun Musa
bin Hitam
Tun Musa Hitam before becoming Malaysia’s fifth Deputy
Prime Minister and Minister of Home Affairs (1981–1986),
Tun Musa Hitam held a number of key government posts,
including Chairman of Federal Land Development Authority
(FELDA), Deputy Minister of Trade & Industry, Ministry of
Primary Industries and Minister of Education.
Between 1990 and 1991, he was Malaysia’s Special Envoy
to the United Nations and from 1995 to 2002, the Prime
Minister’s Special Envoy to the Commonwealth Ministerial
Action Group (CMAG).
He led Malaysia’s delegation to the UN Commission on Human Rights from 1993 to 1998 and
Chairman of the 52nd Session of the Commission in 1995.
Mr. Kuok is the Chairman of Kerry Group Ltd. He retired
from most of his businesses in 2000.
The Kuok Group of Companies are active in commodity
trading, development of sugar and palm-oil plantations,
property development including hotels and their
management, logistics, shipping, insurance and general
investments.
The Group consists of a few private companies and a
number of public-listed companies in Malaysia, Singapore,
Hong Kong, China PRC, Thailand and the Philippines.
He is also a Joint Chairman of Malaysia-China Business Council, Chairman of the World Islamic
Economic Forum, Chairman of the Eminent Persons Group on the ASEAN Charter and Special
Envoy of the Commonwealth Secretary-General to the Maldives.
Datuk Seri Panglima Andrew is presently the Chief Advisor
to the China Banking Regulatory Commission and a board
member of the Qatar Financial Centre Regulatory Authority
and Sime Darby Berhad, Malaysia.
Tan Sri Samsudin is presently the Chairman of the
Employee Provident Fund and the President of Putrajaya
Corporation. Tan Sri Samsudin has over 37 years of
experience in the public sector. From Febuary 2001 until
September 2006, he served as the Chief Secretary to the
Government of Malaysia. Prior to that, Tan Sri Samsudin
was the Director-General of Public Services Department.
Other positions held were Secretary-General, Ministry of
Home Affairs; Secretary-General, Ministry of Domestic
Trade and Consumer Affairs; Federal Secretary of Sabah
(1990); Deputy Secretary-General, Ministry of Transport (1978); Deputy Director (Academic),
National Public Administration Institute (INTAN) (1986–1987); Deputy Director (Administration),
INTAN (1985 1986); Head of Finance and Account Management Centre, INTAN (1982); Special
Officer to the Chief Secretary to the Government of Malaysia (1977) and Assistant Secretary/
Principal Assistant Secretary, Public Service Department (1969).
Tan Sri
Kishu
Tirathrai
He has served as Director of Bank Negara Malaysia, the
National Productivity Corporation and the Malaysian
Industry - Government Group for High Technology.
Tun Musa Hitam has held posts at the international level at various times. These included
Chairman of the Commonwealth Parliamentary Association, member of the Board of United
Nations Educational, Scientific and Cultural Organisation (UNESCO) and leader of various
Commonwealth Missions. Tun Musa is currently Chairman of three public-listed companies, i.e.
Lion Industries Berhad, UM Land Berhad and Sime Darby Berhad.
Tun Musa Hitam received his Bachelor of Arts Degree from the University of Malaya, a Master’s
Degree from the University of Sussex, UK and is a Fellow at the CFIA, Harvard University, USA.
He also holds Honorary Doctorates from the University of Sussex, UK; University Malaysia
Sabah and the University of Malaya. He is a Fellow of the Malaysian Institute of Management and
Member of the Advisory Board of the Malaysian Journal of Diplomacy and Foreign Relations.
Tan Sri
Samsudin
bin Osman
Tan Sri Kishu is currently a Court Fellow with the Malaysian
Institute of Management, Fellow of the Malaysian Institute
of Directors, Advisory Council Member to the Corporate
Malaysia Roundtable and a member of the Malaysia-British
Panel of the Roundtable.
Mr. Kuok
Hock Nien
(Robert
Kuok)
Datuk Seri
Panglima
Andrew
L.T. Sheng
He is also Adjunct Professor at the Graduate School of
Economics and Management, Tsinghua University, Beijing,
China PRC and the University of Malaya. In addition, he
is a member of the Labuan Offshore Financial Services
Authority, Malaysia (LOFSA), the Governing Council of
the International Centre for Education in Islamic Finance,
Malaysia (INCEIF) and the Advisory Council of the National
Institute of Securities Market, India (NISM).
Datuk Seri Panglima Andrew was Chairman of the Securities and Futures Commission of Hong
Kong from October 1998 to September 2005. Between October 1993 and September 1998, he
was the Deputy Chief Executive responsible for the Reserves Management and External Affairs
Department in Hong Kong Authority.
Between 1989 and 1993, he was Senior Manager of the Financial Sector Development
Department, World Bank. From 1976 to 1989, he held various positions with Bank Negara
Malaysia, including Chief Economist and Assistant Governor in charge of Bank and Insurance
Regulations.
Datuk Seri Panglima Andrew chaired the Financial Stability Forum’s Task Force on
Implementation of Standards in 1999. From October 2003 to September 2005, he chaired the
Technical Committee of the International Organisation of Securities Commissions (IOSCO). He
currently chairs the annual OECD.
Tan Sri Samsudin has a Bachelor of Arts (Hons) and a Diploma in Public Administration from the
University of Malaya and a Master’s Degree in Public Administration from Pennsylvania State
University, USA.
49
50
Annual Report 2011
EXCO Members
IRDA Committees
The Executive Committee was formed in 2008 to strenghten the Authority’s performance by
helping it function productively. It has a responsibility for approaching operated decisions
which would normally be under the purview of the Authority
MALAYSIA-SINGAPORE
JOINT MINISTERIAL COMMITTEE (JMC)
Members of the JMC are :
Co-Chairman
• Tan Sri Nor Mohamed bin Yakcop
Minister in the Prime Minister’s Department,
Malaysia
• Mr. Mah Bow Tan
Minister, Ministry of National Development,
Singapore
Dato’ Haji Abdul Ghani
bin Othman
Dato’ Haji Abd. Latiff
bin Yusof
Chief Minister of Johor
State Secretary of Johor
(Retired on 13 March 2011)
Tan Sri
Dr. Wan Abdul Aziz
bin Wan Abdullah
Secretary-General, Treasury,
Ministry of Finance
Members
• Dato’ Haji Abdul Ghani bin Othman
Chief Minister of Johor, Malaysia
• Mr. Raymond Lim
Minister, Ministry of Transport, Singapore
Joint Secretaries
Datuk Noriyah
binti Ahmad
Director-General,
Economic Planning Unit (EPU)
(Retired on 17 October 2011)
Hilmi bin Mohd Nashir
Chief Executive, Iskandar Regional
Chief Operating Officer,
Iskandar Regional
• Dato’ Sri Dr. Ali bin Hamsa
Director General, Public Private Partnership
Unit, (3PU) Prime Minister’s Department,
Malaysia
• Datuk Ismail bin Ibrahim
• Ms. Chang Hwee Nee
Deputy Secretary, Ministry of National
Development, Singapore
JMC NOTABLE ACHIEVEMENTS FOR 2011
1. JMC Lab was held from 19 to 20 March 2011 at Marriot Hotel, Putrajaya
2. 8th JMC Meeting was held on 30 March 2011 at Grand Hyatt Hotel, Singapore
51
Dr. Nungsari
bin Ahmad Radhi
Dato’ Haji
Obet bin Tawil
Datuk Dr. Rahamat Bivi
binti Yusoff
Executive Director,
Research and Investment Strategy,
Khazanah Nasional Berhad
Appointment Date:
14th March 2011
Director-General of the
Economic Planning Unit (EPU)
Appointment Date:
18th October 2011
3. Signing of the “Agreement Between the Government of Malaysia and the Government
of Singapore to Implement the Points of Agreement on Malayan Railway Land in Singapore
Between Government of Malaysia and Government of Singapore and the Joint Statement on
Singapore - Malaysia Leaders’ Retreat of 24 May 2010” by YB Tan Sri Nor Mohamed Yakcop,
Minister in the Prime Minister’s Department and H.E. K Shanmugam, Minister for Foreign
Affairs and Minister for Law, Singapore on 27 June 2011.
52
Annual Report 2011
IRDA Committees
APPROVALS & IMPLEMENTATION
COMMITTEE (AIC)
Pursuant to AIC roles and functions, the following was established:
AIC is chaired by Dato’ Haji Abdul Ghani bin Othman, Chief Minister of Johor and Members
consist of representatives from federal and state agencies.
ISKANDAR INCENTIVES COMMITTEE (IIC)
• To further enhance the roles and functions of IRDA, the Committee is chaired by the Chief
Executive of Iskandar Regional Development Authority (IRDA) and its permanent
members are from Ministry of Finance (MOF), Malaysian Investment Development Authority
(MIDA) and Ministry of International Trade and Industry (MITI).
It serves a dual-purpose:
The AIC met on 31 March, 15 August and 29 November in 2011
Chairman
• Dato’ Haji Abdul Ghani bin Othman - Chief Minister of Johor, Malaysia
a. To evaluate and recommend to the Minister of Finance, applications for Approved
Developer, Approved Development Manager and IDR Status Companies to Medini.
b. To evaluate and recommend to the Minister of Finance, applications for customised fiscal
incentives for investors outside Medini.
Members
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Datuk Ismail bin Ibrahim - Chief Executive, IRDA
Senior Representative - Ministry of Finance
Senior Representative - Companies Commission of Malaysia (CCM)
Senior Representative - Ministry of Home Affairs
Senior Representative - Ministry of International Trade & Industry (MITI)
Senior Representative - Ministry of Natural Resources & Environment
Senior Representative - Malaysian Industrial Development Authority (MIDA)
Senior Representative - Economic Planning Unit (EPU), Prime Minister’s Department
Senior Representative - Public Private Partnership Unit (3PU)
Senior Representative - State Economic Planning Unit (UPEN), Johor
State Director of Department of Lands and Mines, Johor
State Town & Country Planning Director, Johor
IRDA Federal Commissioner
IRDA State Commissioner
Presidents of all local councils in Iskandar Malaysia, Johor
- Mayor of JB City Council, Johor
- District Officer of JB Tengah Town Council, Johor
- District Officer of Pasir Gudang Town Council, Johor
- District Officer of Kulaijaya Town Council, Johor
- District Officer of Pontian District Council, Johor
Secretary
Amerul Muner bin Mohammad (until 30th June 2011)
Balbeer Singh Jessy (effective 1st July 2011)
Secretariat
• Iskandar Service Centre, IRDA
• Legal & Secretarial Services, IRDA
Among other things, AIC had approved the proposed guidelines to facilitate, streamline and
standardise timelines for approval processes with five Local Councils (PBT’s) within Iskandar
Malaysia. This resulted in a Service Level Agreement (SLA) with them for a 30-day approval
process for all development applications through the Iskandar Service Centre (ISC). AIC had
also approved a number of blueprints for Iskandar Malaysia.
53
54
Annual Report 2011
IRDA Committees
THE SOCIAL DEVELOPMENT
COMMITTEE (SDC)
The Social Development Committee was formed in 2007 to advise IRDA on matters relating
to policies, procedures and implementation of social development programmes in Iskandar
Malaysia.
The SDC met twice on 5 April and 3 October 2011, both times being at IRDA’s Office, JB.
• Tan Sri Dato’ Azman bin Hj Mokhtar
Managing Director, Khazanah Nasional Berhad
• Tuan Haji Kamaruzzaman bin Abu Kassim
Chief Executive Officer, Johor Corporation
• Datuk Dr. Rebecca Fatima Sta Maria
Secretary General, Ministry of International Trade & Industry
• Dato’ Dr. Noorul Ainur Mohd Nur
Secretary General, Ministry of Women, Family and Community Development
• Dato’ Abd Jabar bin Che Nai
Secretary General (Social), Ministry of Rural and Regional Development
Joint Secretaries
• Social Development Division, IRDA
• State Economic Planning Unit (UPEN), Johor
SOCIAL PROJECT FUND COMMITTEE (SPF)
The Social Project Fund Committee was established to ensure that funds are utilised in
accordance with the provisions of the Act as well as the Comprehensive Development Plan
(CDP).
Chairman
Chaired by the Co-Chairman of the Authority, the Chief Minister of Johor, the members of the
SDC comprise representatives from the Federal Ministries, State Agencies and GovernmentLinked Companies (GLCs). There are 11 members in total. The Chairman, Members and Joint
Secretaries of the SDC are:
Chairman
• Dato’ Haji Abdul Ghani bin Othman - Chief Minister of Johor
Members
• Datuk Ab. Rahim bin Md. Noor
Secretary General, Ministry of Higher Education
• Dato’ Ahmad bin Hj Kabit
Secretary General, Ministry of Housing and Local Government
Director, State Economic Planning Unit
Chief Executive, Iskandar Regional Development Authority
• Tuan Haji Mohd Azam bin Abid
Director, State Town & Country Planning Department
• Encik Nor Rizan bin Mohd Thani
State Development Officer, State Development Office
55
• Dato’ Dr. Haji Shahir bin Nasir (former State Secretary of Johor)
Members
Director, State Economic Planning Unit (UPEN), Johor
• Dato’ Ghazali bin Mohd Ali
Managing Director, Boustead Group (Private Sector Representative)
Secretary
• Social Development Division, IRDA
56
Annual Report 2011
Iskandar Regional
Development Authority’s
Organisation
Organisation Structure
57
59 - 65
66
58
Annual Report 2011
Datuk Ismail
bin Ibrahim
Chief Executive
Datuk Ismail joined IRDA on 1 January 2010 as Chief Executive. Born in Muar,
he received his early education at the Malay College, Kuala Kangsar and
later at the Heriot-Watt University in Edinburgh, Scotland majoring in town
planning. In 1990, he was awarded the British Council Fellowship to specialise
in Planning Law at Newcastle University in England.
He joined the Malaysian Civil Service in 1983 and is registered with the Board of Town
Planners. In February 2006, he was seconded to Khazanah Nasional Berhad as the Senior Vice
President of Special Projects and the following year, he was seconded to Iskandar Regional
Development Authority (IRDA) as the Senior Vice President. He was appointed as the first
Federal Commissioner for the Authority in October that same year and member of the
Approval and Implementation Committee (AIC).
He is a Board Member of the Board of Town Planners Malaysia, Vice President of the Malaysian
Institute of Planners (MIP), Board Member to the Badan Warisan Malaysia and a member of
Harvard Business School alumni.
He is also a member of the Malaysia-Singapore Business Council, an Exco member of the
National Biotechnology Implementation Council, an Advisory Board Member of the Iskandar
Malaysia UTM Research Centre (IMREC) and Committee member of the Johor State Town
Planning Department.
Hilmi Mohd
bin Nashir
Chief Operating
Officer
Hilmi joined IRDA on 1 February 2009 and has a Degree Economics (Hons),
majoring in Analytical Economics from University of Malaya in 1979.
Hilmi previously was the Managing Director/CEO of MISC Integrated Logistics
Sdn.Bhd and held directorship in several international joint-venture companies
having operations in Malaysia, Singapore, Sri Lanka, United Arab Emirates and
Sudan. He was also a member of the MISC Management Committee.
He joined PETRONAS in 1979 and remained with the PETRONAS Group of Companies for 29
years, 7 of which were at MISC Berhad. He held several senior positions within PETRONAS
with multiple roles and experience ranging from Project Evaluation, Internal Audit, Tenders and
Contracts, Vendor Development, Treasury Operations and Project Management.
Misran
bin Basir
Federal
Commissioner
Misran joined IRDA on 16 March 2009 as Federal Commissioner. He was an
Administrative and Diplomatic Service Officer attached with the Economic
Planning Unit, Prime Minister’s Department. His last position was the Director
of Foreign Investment Committee (FIC), Economic Planning Unit.
As the Regional Economic Director, he was actively involved in the planning,
project approval and development budgets for the Iskandar Development
Region during the preparation of the Ninth Malaysia Plan.
Dr Badrul
Hisham
bin Kassim
State Commissioner
Dr. Badrul holds a law degree (LL.B. Hons) from Staffordshire Polytechnic, MBA from Leicester
University, and a PhD on the regulation of privatised water companies, from University of
Glamorgan, Wales. His PhD was fully funded by the Johor State Government.
Nor Hisham joined IRDA on 1 March 2007 as the Senior Vice President of
Finance. He is now the Head of Finance & Corporate Services overseeing the
Finance, Procurement and Administration functions of IRDA. Nor Hisham
graduated from the University of Kent at Canterbury in United Kingdom
obtaining a Bachelor of Accounting and Management Sciences Degree in
1991.
Nor Hisham
bin Mohd Yusof
Head, Finance &
Corporate Services
Nor Hisham started his career as a Trainee Accountant with a Chartered Accountant firm in
London, United Kingdom and qualified as an Associate Member of the Institute of Chartered
Accountants in England and Wales before returning to Malaysia in 1996. In Nor Hisham’s 20
years of professional experience, he has held executive positions with a number of government
linked companies and multinationals in areas of finance, corporate planning, corporate
governance, audit, risk management and corporate affairs obtaining valuable experience
locally and abroad.
As the Head of Finance & Corporate Services, Nor Hisham plays a crucial role as the
intermediary between IRDA and a number of key federal and state agencies in matters relating
to financial allocation and performance reporting.
Nor Hisham is a Chartered Accountant with the Malaysian Institute of Accountants and a
Chartered Member of the Institute of Internal Auditors (Malaysia). He is also a Certified
Internal Auditor (United States).
Zainol joined IRDA on 1 June 2007. He is responsible for the planning and
implementation of the Ninth Malaysia Plan projects, and also assists and
provides technical support to the other Divisions within IRDA. He holds a
Degree in Business Administration from the University of BATH, UK (1996).
Zainol Rashid
bin Zainuddin
Head, Technical
& Projects
Prior to joining IRDA, he was a business development and project
management consultant. He also sat on the board of several private limited
companies.
He graduated with an Honours Degree from University of Malaya in 1975.
In career spanning 30 years, Zainol has held senior positions in various
organisations, including Project Director, Solutions Protocol Sdn.Bhd;
Executive Director Pembinaan Kekal Mewah Sdn.Bhd; Managing Director, Kualiti Alam Sdn.
Bhd; General Manager (Technical), PLUS Bhd and a Senior Engineer position with the Public
Works Department.
Misran left IRDA on 1 July 2011
Zainol left IRDA on 1 June 2011
He held various positions in EPU and was largely involved in the planning, budgeting,
implementing and monitoring of the infrastructure, privatisation and regional economic projects
as well as in the preparation of the five years development plan.
59
Dr. Badrul is Deputy Director (Sector and Development) at the Johor State
Economic Planning Unit. He joined the Johor Civil Service in 1992 and served at
the Johor State Secretariat. He has since worked in various State departments
such as the land office and Menteri Besar’s Office, as well as being on
secondment to state and federal GLCs. His latest secondment was in 2006, when
he was sent to Khazanah Nasional to join a task force for Iskandar Malaysia. He
is now the Deputy Director (Sector Development) in the Johor State Economic Planning Unit, and
the State Commissioner for Iskandar Regional Development Authority (IRDA).
60
Annual Report 2011
Nor Hisham
bin Hussein
Head, Sosial
Development
Nor Hisham joined IRDA on 1 May 2007 and is responsible for the
development of Iskandar Malaysia’s Human Capital Blueprint that looks at
the Human Resource and talent requirements of the nine targeted economic
clusters of Iskandar Malaysia are adequately met.
Nor Hisham is also in charge of monitoring and facilitating the implementation
of the initiatives formulated under the Human Capital Blueprint and other initiatives under the
Social Development Division. Nor Hisham oversees Strategic Communications for a period of
10 months until November 2010.
His wide exposure to business began with a basic career grounding of sales
and marketing of fast moving consumer goods, gained during his tenure with
multi-national company. The marketing orientation served him well in his consulting years,
especially in dealing with local and international clients in businesses as diverse as hospitality,
furniture and construction industries.
He began his career at MBF Berhad in 1992. Subsequently, he expanded his career and joined
Celcom Berhad where he rose through the ranks from Human Resources Development and
Operations to HR Strategy and finally as the Head of Human Resource Development Division in
year 2000.
The lessons of value creation were further enhanced with his involvement as an entrepreneur
by taking over a chain of food stores specializing in local food. His working experience also
include automotive vendor where he has operational responsibilities for 3 manufacturing
facilities, one wholly owned subsidiary and one R & D unit.
Nor Hisham joined PWC Consulting in year 2000 and served as Project Manager in the
Petronas-MISC Business Transformation Project. He was recruited back to Celcom in year 2003
and played an instrumental role in the Manpower Rationalisation and Merger exercise with TM
Touch, a Telekom Malaysia subsidiary.
Prior to joining IRDA, he was the General Manager of Business Development and Solutions
with a leading logistics company.
Nor Hisham obtained his degree in Social Science and Humanities from UKM in 1991
Rugayah
Yasmin
binti Ibrahim
Head, Human
Capital Management
Rugayah joined IRDA on 5 September 2007 as the Vice President of Human
Capital Management and in July 2010 she became the Head of Human Capital
Management.
Rugayah is responsible for all human capital matters within IRDA which
involves organizing, integrating and directing all human capital management
activities, supporting the overall business strategy and design. Rugayah obtained her degree in
Business Administration from the University of Ohio, Athens, USA in 1983.
Rugayah’s career in Human Resources began in 1983 when she joined Advanced Micro
Devices, a multinational company in Penang, as a Human Resource Officer. In 1989 she joined
Projek Lebuhraya Utara Selatan (PLUS) Berhad, a company under the Renong Group, as an
Assistant Manager where she was tasked to oversee the compensation and benefits unit under
the Human Resource Division.
Rugayah was later transferred to PROPEL in 1995 to head the Human Resources and
Administration Division. The following year she was head hunted to join LITRAK, an associate
company of GAMUDA Group. In 2004, she joined Pos Malaysia Berhad as the Deputy General
Manager directly involved in the transformation intiatives.
Amerul Muner
bin Mohammad
Head, Legal
& Secretarial
Mohammad Ismail joined IRDA on 1 June 2009 as the Head of Iskandar
Service Centre (ISC). He obtained his Bachelor of Social Sciences from
University Putra Malaysia in 1978.
Amerul joined IRDA on 1 November 2007 bringing with him 14 years
experience as a legal practitioner. He was in active legal practice since 1994
and was a partner in a well established legal firm in Johor Bahru. He started
his career as an internal auditor with a commercial bank prior to being called
to the Malaysian Bar. He was involved in a wide range of legal services which
included laws related to commercial, banking, planning, international trades, maritime, civil
and criminal litigation, arbitration, advisory roles to public-listed companies, government
agencies and other aspects of legal practice.
Safuan joined IRDA in March 2009 as Chief Information Officer. He obtained
his Master degree from Cambridge University, United Kingdom in Computer
Speech & Language Processing in 1993.
Safuan has more than 17 years of valuable experience in business and IT
management gained from various well known Multi-National Companies
(MNCs) and Public Listed Corporations.
Mohammad
Ismail
bin Hj Ibrahim
Head, Iskandar
Service Centre
Safuan
bin Yusof
Chief Information,
Communication and
Technology
Prior to him working in Malaysia, Safuan has worked with a large IT company (DEC Ltd) in the
United Kingdom for about one year. Upon his return to Malaysia, Safuan started his career as
an Analyst Programmer in Shell Malaysia in 1993. Among the companies that he has worked
with are EON Berhad, MISC Berhad, British American Tobacco (M) Berhad, DHL and Titan
Chemicals Corporation Berhad.
Mohd Yazid joined IRDA on 17 August 2009 as Senior Vice President in
Sector Development. In 2010 he was tasked to head the Economics and
Business Division.
Mohd Yazid
bin Ja’afar
Head, Economics
& Business
He brings with him 15 years of solid experience in the techno-commercial
area of the engineering and chemical business both within Malaysia and in the
international scene.
Prior to joining IRDA, he worked with a number of multinational organisations for 10 years
in various capacities in technical, marketing, business analysis and customer relationship
management roles in Malaysia as well as in the UK.
He then moved his career back to Malaysia to join a joint-venture middle distillate chemical
company in Sarawak with shareholders such as Sarawak State, Mitsubishi, PETRONAS and
Shell. There, he spent 5 years in various roles including managing the commercial aspects of
the global business unit in specialty products.
Yazid holds a Master’s of Engineering in Chemical Engineering from the Imperial College of
London. He is also a member of the Chartered Institute of Marketing and a member of the City
and Guilds, London Institute.
He graduated from the Royal Military College and obtained his law degree from the UK (1995).
Mohd Yazid left IRDA on 12 December 2011
Amerul left IRDA on 9 July 2011
61
62
Annual Report 2011
Engku
Ahmad Kamel
bin Engku Taib
Head, Corporate
Performance
Management
Mohamad
bin Sa’elal
Head, Integrated
Planning
(Planning &
Compliance)
Engku Kamel joined IRDA on 1 February 2010 and heads the Corporate
Performance Management Division, which oversees the Corporate Planning
and Programme Management Office functions in IRDA.
He has close to 30 years of national and regional experience in Banking, Oil &
Gas, IT Consultancy, Automotive Manufacturing and Business Process Outsourcing, managing a
wide range of retail banking services, oil & gas marketing operations and retailing, and system
implementation activities locally and internationally.
He started his career as a CID Investigation Officer in Kuching, Sarawak. He later
served at the Political & Social Desk for the Sarawak Special Branch. In 1994,
he was transferred to the Federal Police Headquarters in Bukit Aman where he
served as the Legal Officer of the Research & Development Branch and later as the Assistant
Director of Training (Examination).
He has also managed a manufacturing & sales systems environment and has headed a selfservice terminals outsourcing outfit. At various times, he has been based in a number of
locations in Malaysia and his work has also taken him for stints to the UK, Singapore, Thailand
and Philippines.
In 2004, he was appointed as the Deputy Chief Police Officer of the Royal Malaysia Police,
Malacca contingent. In 2006, he became the Commandant of the Royal Malaysia College in
Kuala Lumpur. Prior to joining IRDA, he was the Chief of Staff (Inspector General of the Police’s
Secretariat) for the Federal Police Headquarters.
Engku Kamel graduated in Mathematics from Lancaster University, UK (1982) and has an MBA
from Cranfield University, UK (1990).
He holds a Master’s in Comparative Laws (1996) and an LLB (Hons) from the International Islamic
University Malaysia (1994).
Mohamad was appointed as the Head of Integrated Planning on 17
February 2010. Mohamad is responsible to lead the team to formulate the
policy and strategy on land use planning, environment, transportation and
safety & security for Iskandar Malaysia. Mohamad is also involved in project
implementation and stakeholder management.
Mohamad has more than 25 years in various positions with property development companies
in Malaysia. The portfolio of the projects include The Curve, Ikea Mutiara Damansara and
University of Nottingham, Malaysia Campus in Selangor, Kota Iskandar and Puteri Harbour in
Nusajaya, Johor.
Mohamad was also involved in training of contractors and construction site personnel in
collaboration with Construction Industry Development Board (CIDB).
Mohamad graduated from University of Technology MARA with a Bachelor of Civil Engineering
in 1982. He is also a registered trainer with the Chartered Institute of People and Development,
UK.
Hanizah binti
Muhammad
Dato’ Benjamin heads the Commissioner’s Office under the CEO Office
department. He joined IRDA on 1 May 2009.
Hanizah joined IRDA on 16 November 2009 and heads the Internal Audit
Department. She reports directly to the Audit Committee.
Head, Internal Audit
She started her career working for a Chartered Accountancy firm in United
Kingdom for 2 years before returning to Malaysia. Since then she has worked
in Internal Audit with various organisations for 18 years where she held executive positions in
Sapura Holdings Berhad, Pengurusan Danaharta Nasional Berhad, Faber Group Berhad and
RapidKL.
She is a Certified Internal Auditor (CIA) and a Chartered Member of the Institute of Internal
Auditors Malaysia (CMIIA). In 2004/2006, Hanizah was on the Editorial Board of the Institute of
Internal Auditors Malaysia (IIAM) and contributed in writing articles and reviews for the IIAM’s
magazine.
Zaini joined IRDA on 8 November 2010 and is responsible for the overall
strategic marketing and communications which encompasses the areas of
stakeholder management, media management, promotion and advertisement,
branding and events.
Dato’ Benjamin
Hj Hasbie
Head,
Commissioner’s
Office (Federal
Commissioner)
Zaini binti Long
Head, Strategic
Communications
Zaini started her career in product management at Johnson & Johnson Sdn
Bhd in 1989. Subsequently she expanded her career to join Avon Malaysia as Marketing
Director in 1990 and soon was promoted as Executive Director Regional Marketing in 2002 and
was based in Bangkok.
Prior to joining IRDA she was heading Bursa Malaysia Berhad’s marketing division as Head of
Group Marketing. Zaini has a combination of 24 years of vast and professional experience in
marketing and promotion including event management, media relations and public relations
activities.
Zaini obtained her tertiary education from Institute of Marketing, ITM in1978 and various
management courses from University of Columbia.
Balbeer joined IRDA on 20 June 2007 as Assistant Vice President, Strategic
Communications and in July 2011, he became the Head of Legal & Secretarial.
Balbeer Singh
A/L Swaran
Singh
He started his career working as an Assistant TV Producer for University Sains
Malaysia (USM). Subsequently, he joined the News Straits Times where he
served in various positions including Sub Editor, Bureau Chief, Journalist, Acting
Editor and Assistant News Editor. He later moved into advertising and became Group Account
Director and General Manager of Public Relations for Ale Advertising Malaysia.
Head, Legal
& Secretarial
He holds a Master’s of Business Administration from the University of New England, Australia
(2003), an LLB (Hons) from the University of London and a Bachelor of Arts (Hons) from University
Sains Malaysia. He also has a Certificate in Legal Practice (CLP) from the Malaysian Qualifying
Board.
Hanizah graduated in Accounting from Lancashire Polytechnic, Preston, UK in 1988.
63
64
Annual Report 2011
Mohd Noor bin
Abdul Salam
Head, Flagship
Development
Organisation Chart
Mohd Noor joined IRDA on 17 January 2011 as the Head of Flagship
Development. He brings with him 27 years of working experience in both
Government and Private organisations. His journey into land development
became a 10 year working journey with Dewan Bandaraya Kuala Lumpur
(DBKL). He swiftly moved up the ranks and left to join a private organisation
as executive director in 1992, mainly being involved in privatisation of various utilities and
infrastructure works.
Members of the
Authority
Chief
Executive Officer
Before joining IRDA, he was a General Manager attached to United Malayan Land Bhd where
he served for three years.
Audit Board
Mohd Noor obtained his Bachelor of Civil Engineering, UTM (1983)
Internal Audit
Chief
Operating Officer
Office of
Commissioners
Corporate Services
Federal
Information &
Communications Technology
State
Legal & Secretarial
Economic & Business
Planning
& Compliance
Flagship
Development
65
Social
Development
Human
Capital
Management
Corporate
Performance
Management
Strategic
Communications
Iskandar
Service
Centre
66
Annual Report 2011
Infrastructure
Development
67
69 - 87
88
89 - 90
68
Annual Report 2011
DEVELOPING A SUSTAINABLE METROPOLIS
Since its official launch in November 2006, the vision of Iskandar Malaysia has gone off the
drawing board and is rapidly being transformed into a next generation metropolis. With Phase
1 (2006-2010) completed, a critical mass has been established with the timely delivery of major
infrastructure and several iconic investment projects. Iskandar Malaysia has now progressed into
Phase 2 of the Comprehensive Development Plan.
eprint
Phase 2 of the Comprehensive Development Plan targets for completion of all required
blueprints, which in 2011, 20 blueprints were duly completed and approved.
Final Blueprints Approved
69
1
Social Development
2
Safety and Security
3
Housing Management
4
Investment & Marketing Strategies
5
1. 13 PUBLIC BOOKLETS ON THE ISKANDAR
MALAYSIA BLUEPRINT
In December 2011, Planning and Compliance held the Iskandar Malaysia Sustainable Metropolis
Conference 2011 with the theme of “Developing a Sustainable Metropolis 2011”. During
the seminar, 13 public version blueprints were launched. These public version blueprints
complement IRDA’s planning objective to inform the stakeholders and public on the bases
for quality built environment, efficient enablers and protection of natural environment
benchmarked against best practises around the world. The main agencies – State Secretary on
Local Authorities, 5 local authorities (MBJB, MPJBT, MPPG, MPKu and MDP), PTG, and JPBD
had been officially delivered the hard and digitized copies during the conference.
Key Programs and activities
1
13 -SPC Approved Blueprints printed
in booklets
2
Conference”Developing a sustainable
Metropolis 2011” (December 2011)
PDG Housing, Neighbourhood and
Facilities
3
Improving connectivity through public
transport
6
Human Capital
4
7
Integrated Land Use
Completion of critical road
infrastructure RMK 9 and 10
8
Integrated Solid Waste Management
5
9
Area Character Statement
Low carbon framework International
recognition
6
7
Ops Lumpur Program
3K (Kebersihan, Keceriaan dan
Kemudahan)
10
Information & Communications
Technology 2020
11
Shoreline Management
12
Tg Puteri – Tourism
8
Heritage and Cultural Programs
13
Transport
9
JB Transformation Program
14
Environment Planning
15
Road Layout Design
16
Renewable Energy and Energy
Efficiency
17
Drainage Storm Water Management
18
Maintenance Operational Plans
19
Electricity Blueprint
10
No
Blueprint Title
Description
Key
implementations
to date
1
ICT Blueprint
2020 for
Iskandar
Malaysia
A comprehensive master plan
that encompasses a TO-BE state
of ICT infrastructure (including
Telecommunication) and service roll out,
for a “win-win” partnership between ICT
operators, users/citizens and regulators
that is world-class for Iskandar Malaysia.
• HSBB at
Nusajaya and
Nong Chik
Heights
• Smart City
2
Safety and
Security
Blueprint for
Iskandar
Malaysia
A basis to coordinate the activities of key
safety & security stakeholders in Iskandar
Malaysia and address safety & security
concerns to support investment, economic
development and community safety and
satisfaction.
• Community
police post
• Auxiliary police
• CCTV
• Workers enclave
• Rapid Response
Vehicle
3
Area Character
Statement
Blueprint for
Iskandar
Malaysia
Addresses and identify special identity,
architectural or historical interest/event that
may influence the overall character and
appearance of a particular area and
provides a framework to preserve or
enhance the existing character of areas
within IM.
• Street signage
at JB old town
area
• Conservation of
buildings
• Training and
awareness
4
Integrated Land
Use Blueprint
for Iskandar
Malaysia
A Management Plan which provides
framework for delivery of regional
economic strategies, coordinates land
use development with planning and
provision of infrastructure public amenities,
protects and enhances the region’s
natural environment, urban biodiversity
and green network, and identifies actions
for implementation and prioritizes their
implementations.
• Amendment of
Johor Bahru
District Local
Plan
• Demarcation
of Flagship
boundary
• JB
Transformation
plan
Participation in the Regional City and
Corridor lab program organised by
PEMANDU
70
Annual Report 2011
71
No
Blueprint Title
Description
Key
implementations
to date
No
Blueprint Title
Description
Key
implementations
to date
5
Drainage and
Stormwater
Management
Blueprint for
Iskandar
Malaysia
Storm water management plan,
Improvement measures for existing
drainage system, provision for retention
pond and detention ponds and compliance
to MASMA.
• Training and
awareness
11
Environmental
Planning
Blueprint for
Iskandar
Malaysia
Improvement of new standards for road
design of international standing and in line
with promotion of public transportation
and livable community.
• Training and
awareness
12
6
Environmental
Planning
Blueprint for
Iskandar
Malaysia
Environmental planning through
management, protection, conservation
and enhancement of natural landscapes,
pollution, climate change, carbon credits
and establishment of Iskandar Malaysia
Green Standards.
• Low Carbon
society
• Awareness
programs
Renewable
Energy (RE) &
Energy
Efficiency (EE)
Blueprint for
Iskandar
Malaysia
Roadmap on RE and EE for Iskandar
Malaysia through policy guidance, planning
design and guidelines for RE and EE in
line with development strategies outlined
for Iskandar Malaysia. The blueprint will
implement and support the country’s policy
on RE and EE
• Training and
awareness
7
Maintenance &
Operational
Plans Blueprint
for Iskandar
Malaysia
Document address analysis and assessment
of current maintenance and operation plan
and propose improvement program as well
as Improvement of PBT’s business model
related to township maintenance and
operation.
• 3K programs
13
Integrated Solid
Waste
Management
Blueprint for
Iskandar Malaysia
Strategic framework for integrated, cost
effective, efficient and environmental
friendly solid waste management system
for Iskandar Malaysia towards achieving a
clean, healthy and liveable community.
• 3R programs
(Reduce, Recycle
and Reuse)
8
Shoreline
Management
Plans for
Iskandar
Malaysia
The management plan provide
sreconciliation of development
requirements with the need to protect,
conserve and, where appropriate, improve
the landscape, enhance
environmental quality, wildlife habitats and
recreational opportunities of the coast.
• RAMSAR
Management
plan
9
Electricity
Blueprint for
Iskandar
Malaysia
Establishment of policy guidance,
development strategies, planning
and design guidelines, implementation
plan and programme for reliability,
safety, quality and efficient distribution of
electricity supply for IM which is sustainable
and on par with international standard.
• SAIDI
Improvement
• FiT tariff
10
Transportation
Blueprint
2010- 2030
for Iskandar
Malaysia
Establishment of a public transport policy
framework and public transport master
plan with emphasis on bus and rail and an
implementation plan including establishing
funding needs and regulatory changes
required.
• Bus Iskandar
Malaysia
(Social route)
• BeXtra
• BRT
72
Annual Report 2011
2. IMPROVING CONNECTIVITY
THROUGH PUBLIC TRANSPORTATION
Social Routes
Iskandar Regional Development Authority (IRDA) continues its initiative to bring about better
public transportation in Iskandar Malaysia through the continuation of Bas Iskandar Malaysia
services on 17 social routes. The services served more than 1.7 million riders and achieved
the targeted 30% average daily ridership through continuous campaigns and promotional
activities. Service schedules and time tables are updated to ensure correct information reaches
the public. The reliability and consistency of the bus services have been imperative in attracting
higher ridership. In addition, IRDA and PBTs have been engaging the community and various
stakeholders to seek feedback on Bas Iskandar Malaysia services and other related activities.
IRDA has taken proactive measures to improve the public bus service through collaboration with
various operators to cater for the pressing needs of the community living near the city centre.
For instance, the communities in Taman Iskandar, Sri Stulang, Kim Teng Park and others are now
better connected through the introduction of city bus services in these areas.
IRDA also introduced the Bus Express Transit known as BeXTRA. It is a variation of stage bus
services with limited stops operating during peak hours. Branded as TransISKANDAR, the
BeXTRA service is expected to bring about greater value to the stage bus services by delivering
premium services that offers faster travelling time, coupled with user friendly, safe and
comfortable buses. The 3 main services were introduced in 2011 are:
1. Kulaijaya Terminal – Johor Bahru City Centre,
2. Ulu Tiram – Johor Bahru City Centre and
3. Taman Universiti – Johor Bahru City Centre.
Left:
Bas Iskandar
Malaysia
Right:
BeXTRA
IRDA’s role is to advise, monitor progress and ensure compliance to the Iskandar Malaysia
performance expectation and KPIs.
IRDA as the authority, shall initiate the formation of Iskandar Malaysia Transport Council (IMTC)
– the governance structure that guides the overall implementation by PAIM. IMTC will act as
an advisory body and leverage on the authority and power of its members, as necessary, via
engagement and consultation with federal/state authorities and related agencies on public
transportation. SPAD shall remain the authority in all land transport matters and shall be referred
to for approval of any scheme and licensing.
The year 2011 also witnessed the implementation of Iskandar Malaysia Corridors and Cities Lab.
Under the Urban Public Transport and Road Network Lab, 12 Key Result Areas and 35 projects
are identified, aimed at improving the public transport system and towards the end establish a
world class transportation system for Iskandar Malaysia.
Urban Transportation Systems 6 principles:
• Connect:
Enhance passenger connectivity, mobility and accessibility to public transport modes, ensure
efficient road linkages and transit priority to reduce congestion;
• Transit:
Encourage and increase the usage of public transportation as the mode of choice,
by implementing an urban public transport system that caters to the existing and future
population, as well as socio-economic activity;
• Walk:
Provide an effective and conducive pedestrian environment;
• Cycle:
Encourage cycling as a healthy and convenient mode of transport for short distance travel;
• Transit Oriented Development (TOD): Encourage optimum density and land use for
sustainable urban development; and
• Transport Demand Management: Introduce and implement measures to restrain traffic in
order to reduce auto dependency and congestion.
Left:
The year 2011
also witnessed the
implementation of
Iskandar
Malaysia Corridors
and Cities Lab
Perbadanan Pengangkutan Awam Iskandar Malaysia (PAIM)
In 2011, Perbadanan Pengangkutan Awam Iskandar Malaysia (PAIM) is incorporated as a State
Special Purpose Vehicle (SPV) to drive public transport improvements in Iskandar Malaysia. The
strategic thrust in the formation of PAIM is to look at the overall improvement in the quality of
bus services in Iskandar Malaysia. One of PAIM’s main tasks is to promote public transportation
as a mode of choice and enhance public transport accessibility and connectivity to relieve road
congestion and improve environment and lifestyle.
73
Right:
Improve and
maintain road
network quality
74
Annual Report 2011
12 KRAs to achieve sustainable transport system:
The first 6 KRAs aim to address the fundamental shortcomings in the current system.
• KRA 1:
• KRA 2:
• KRA 3:
• KRA 4:
• KRA 5:
• KRA 6:
Improve and expand bus services and network
• Increase bus network and services as well as improve basic facilities
Improve and maintain road network quality
• Expand the road capacity and connect missing linkages
Capacity building and enforcement
• Develop transport capabilities and improve the industry image
Rehabilitation and integration of Terminals
• Upgrade and improve terminal facilities at 5 locations and provide convenient
passenger activity areas
Common Ticketing System
• Establish a single cashless mode of payment across all public transport operators
to provide a seamless journey
Taxi Reform
• Provision of transport services through Demand Responsive Transport system
3. COMPLETION OF CRITICAL ROAD
CONSTRUCTION FROM RMK9 AND RMK10 FUNDS
RMK9 & RMK10 PROJECTS
Details of Projects, Current Progress and Accomplishments
Under the Rancangan Malaysia Ke-9 (RMK9), IRDA has been entrusted to develop and
implement infrastructure projects that will spur Iskandar Malaysia into becoming a Metropolis of
International Standing. They are:
i.
ii.
iii.
iv.
Seven (7) packages of road projects,
Two (2) packages of river cleaning projects,
One (1) package of urban drainage projects and
One (1) package of “Rumah Iskandar Malaysia”
Road Projects
3 KRAs will provide continued momentum to achieve the goal of increasing ridership to 25% by
2015 and 35% by 2020.
In total, 7 road projects have commenced since 2008 with 2 projects completed in 2010. The
rakyat has benefited from the improved access and traffic flow. 3 more projects were completed
2011 and the balance of 2 projects will be completed in 2012.
• KRA 7:
Table 1a – Completed projects
• KRA 8:
• KRA 9:
Increase bus service coverage and ridership
• To complete the extension of 3 pilot BRT lines and implement 3 new lines on
high density corridors
Enhance road network and reduce traffic bottlenecks
• Upgrading of roads and urban highways and building critical road links
Establish pro-transit programmes
• Prepare comprehensive Transit Oriented Development guidelines
• Implement Intelligent Transport System to enhance traffic efficiency
• Implementation of park and ride facilities and parking management parallel with
the bus service improvement and implementation of Bus Rapid Transit System
Package Detailed
Project
Project Cost
(RM)
Commencement
Date
Completion
Date
195,417,908.69
29 Oct 2008
22 June 2011
29 Oct 2008
28 April 2011
2
Upgrading Abu Bakar
- Skudai
6
Upgrading Skudai
- Senai
69,655,036.55
8
Kulai Interchange
36,236,712.20
14 April 2010 13 October 2011
Long term sustainable transport system that meets future demands.
Upgrading Abu Bakar – Skudai
• KRA 10: Enhance public transport network & implement rail based services
• To complete BRT implementation on 10 corridors which includes BRT line
extension and implementation of new BRT lines
• Evaluation and implementation rail services i.e. Downtown People Mover
(DPM) for inner city circulation and Commuter Rail Services
• KRA 11: Enhance Transport Demand Management
• Implement traffic restraint measures to divert heavy vehicles from the central
business district
• Improve traffic management and efficiency
• KRA 12: Low Carbon Society
• Implement green technology buses and other green initiatives aligned to
Iskandar Malaysia’s Green Agenda, to achieve reduction on carbon footprint /
GHG emissions.
75
Left:
During Construction
Right:
After Completion
76
Annual Report 2011
Upgrading Skudai – Senai
Left:
During Construction
To date, all the road projects are progressing on time. The list of all packages and their current
progress are illustrated in Table 1b.
Table 1b – On-going projects as at 30 December 2011
Right:
After Completion
Pack- Detailed
age Project
1
3B
Kulai Interchange
Coastal
Highway
Project Cost Commencement Completion Schedule
(RM)
Date
Date
(%)
Actual
(%)
945,798,602.35
23.12.2008
31.4.2012
99.80
99.80
Abu Bakar
141,709,315.12
Interchange
29.10.2008
30.3.2012
96.50
97.11
Coastal Highway
Left:
During Construction
Right:
After Completion
The road projects are expected to ease the traffic flow and reduce the travelling time across
the city and sub-urban areas. It will also create an economic spill-over effect for the people and
local businesses. The physical developments also create and support the growth of small
contractors within Iskandar, Malaysia. Residents, investors and the local business community in
Iskandar Malaysia will enjoy a better quality of life and enhanced business opportunities once
projects under the Ninth Malaysia Plan are completed.
77
Abu Bakar Interchange
78
Annual Report 2011
River Cleaning Projects:
In economic development, appropriate infrastructure can improve the investment climate,
facilitate trade processes, and increase efficiency in everyday business activities. Access to
infrastructure services such as electricity and water can greatly enhance the rakyat’s living
standards. Improving the quality of life is a key objective under the River Cleaning and Urban
Drainage Programme in Iskandar, which focuses on three (3) main rivers, namely Sg. Segget, Sg
Tebrau and Sg. Skudai. The long term goal under this program is to improve the water quality
from Class IV (non-body contact) to Class II (body-contact) by 2015.
River project
Left:
During Construction
Low Carbon Society For Iskandar Malaysia
Towards fulfilling Malaysia’s voluntary commitment to reducing the country’s carbon intensity
by 40% by year 2020 (based on 2005 level), introduction and implementation of Low Carbon
Society (LCS) is the way forward. LCS aims at reducing the amount of carbon dioxide emissions
at a national level and central to this is the designing of a road map towards a Low Carbon
Society at either the regional or city level. The pilot project or the case study in Iskandar
Malaysia will showcase the best practice for the Asian Region.
The project of Development of Low Carbon Society Scenarios for Asian Regions is a joint
research effort between Japan and Malaysia. The research project, spanning 5 years and
beginning in June 2011, involves a team of researchers from Kyoto University, National Institute
for Environmental Studies (NIES), Okayama University, Japan, and Universiti Teknologi Malaysia
(UTM). The ‘Lab’ for all the research is Iskandar Malaysia, thus the active involvement of IRDA in
the project. Whilst the research is being done by UTM and Japan institutions, IRDA has
launched its own LCS for Iskandar Malaysia Project (LCSIM), which aims to develop future
scenarios for the reduction of its greenhouse gases intensity emissions by 50% by 2025, with
base year being 2005. Also being developed together with UTM and Japan is the LCS Blueprint
for Iskandar Malaysia.
Right:
After Completion
To date, six (6) packages have been completed with the recent completion of Sg Skudai
package 2 projects. In total, RM113 million was spent by the Government to improve the water
quality in Iskandar Malaysia. The details of the works for Package 1 include Embankment
protection, hydraulic drop structure, drainage outlet structure, installation of Gross Pollutant
Trap (GPT) and rubbish screen. Works in package 2 include the construction of Mechanical Trash
Rakes at 5 different locations. The last packages will concentrate on the river beautification and
landscaping works.
Drainage Projects:
Drainage improvements in urban area mainly involve the improvements of the flow capacity
of the existing storm water drainage networks for better performance in collection and
conveyance. Under some special circumstances, innovative methods such as Retention Pond,
flood pumping or flow diversion through drainage tunnels are used to minimize the extent of
works that may cause disturbances to traffic or conflict with the surrounding activities.
All eleven (11) packages of drainage project were awarded through tender process carried out
by Technical & Projects Division since 2008. The first five (5) packages namely Saliran Sg. Ayer
Molek, Saliran Kg. Hj. Mohd. Amin, Saliran Kg. Permatang & Jalan Denai, Saliran Kg. Hj. Rahmat
dan Saliran Sg. Taman Johor were completed on 2009. The remaining five (5) packages namely
Sg Bala, Sg Seranggong, Sg Sri Buntan, Kawasan Perindustrian I & II and Sg Abd Samad & Sg
Rinting were completed on 2010. Saliran Bandar Senai was completed on 27 September 2011.
79
4. LOW CARBON SOCIETY FRAMEWORK WITH GLOBAL
RECOGNITION AND OTHER GREEN AGENDAS
Research studies and other work have made significant progress since the launch in June 2011.
These include:
• 2 major focus group discussions on the
development of a LCS for Iskandar
Malaysia Project;
• 2 International Symposiums on Low Carbon
Asia Research Project;
• 2 International Training Workshops on a
Modelling (called Extended Snapshot) Tool;
• Technical Tour of Japan: the 6-days
intensive tour helped IRDA to discover
and experience the success stories of
implementing strategies in realising LCS
in Japan. The tour included visits to 10
agencies of NGOs, non-profit organisations
(NPO), research institutes, federal and local
governments;
• Taking an active part in Busan, South
Korea, to represent Malaysia (together with
the Ministry of Energy, Green Technology
and Water) in the UNESCAP’s preparation
of the East Asia Low Carbon Growth
Roadmap Policy Forum;
East Asia Low
Carbon Green
Growth Roadmap
Policy Forum,
July 2011
80
Annual Report 2011
• Paper presentations on the development
of LCS for IM at international events: the
17th International Symposium on Society
and Resource Management in Kota
Kinabalu, Sabah (June); National
Symposium on Climate Change Adaptation
in Putrajaya (organised by the Ministry
of Natural Resources and Environment)
(November);
• Side Event at the 17th Conference of
the Parties (COP17) to the United Nations
Convention on Climate Change, in Durban,
South Africa (Nov/Dec).
Working closely with its counterparts in UTM and Japan, IRDA is now currently preparing a LCS
Blueprint for Iskandar Malaysia. Also being prepared is the development of “12 Actions” for
future implementation in Iskandar Malaysia:
Action1:
Action 2:
Action 3:
Action 4:
Action 5:
Action 6:
Action 7:
Action 8:
Action 9:
Action 10:
Action 11:
Action 12:
Walkable, Safe, Liveable City Design
Integrated Green Passenger Transportation
Green Economy
Low Carbon Lifestyle
Smart Growth
Green and Blue Network/Infrastructure
Green Buildings and Construction
Green Energy System and Renewable Energy
Sustainable Solid Waste Management
Community Engagement and Consensus-Building
Green and Clean Environment
Low Carbon Urban and Regional Planning Institution
5. PROJECT IMPLEMENTATION AND MONITORING
COMPLIANCE WITH COLLABORATION WITH OTHER
GOVERNMENT AGENCIES
Ops Lumpur Programs
Jawatankuasa Penyelaras Program Ops Lumpur –Task Force- For Iskandar Malaysia
In July 2011, the Jawatankuasa Penyelaras Program Ops Lumpur –Task Force for Iskandar
Malaysia was established to oversee the progress of implementing the erosion and sediment
control plan (ESCP). The overall objective of the task force is transforming the growth in
Iskandar Malaysia. The task force was led by the Department of Drainage and Irrigation and
consists of the Department of Environment, five (5) Local Authorities in Iskandar Malaysia,
Badan Kawalselia Air Johor, Biro Pengaduan Awam Negeri Johor, Department of Works with
IRDA as the secretariat.
The task force identified five (5) mega projects in Iskandar Malaysia. The compliance notice has
been issued to the project proponent who did not comply with the regulation under the Act 127
- Environment Quality Act 1974, Section 31 and 37.
6. 3K (KEBERSIHAN, KECERIAAN & KEINDAHAN)
PROGRAMS
Promoting MS 1525: Memorandum of understanding between SIRIM Berhad & IRDA
In December 2011, IRDA and SIRIM agreed to co-operate in promoting sustainable practices
in Practice on Energy Efficiency for nonresidential buildings; and initiatives on energy
management and renewable energy towards the development and establishment of Green
Building Initiatives (GBI) at Iskandar Malaysia.
The co-operation will be managed by a Steering Committee consisting of two representatives
from each party which will be responsible for reviewing the progress of the technical co-operation.
Community Participation Sungai Skudai
This MoU was signed in the presence of Tuan Haji Nor Rashid, Vice President Corporate
Division, SIRIM Berhad, Ismail Ibrahim, Chief Executive of IRDA and Mohamad Sa’elal, Head of
Planning and Compliance, IRDA.
MoU Ceremony
between SIRIM and
IRDA
The Program Kebersihan dan Keceriaan Menerusi Pembabitan Masyarakat Sungai Skudai
inaugural hand over was on May 14, 2011 at Taman Damai Jaya, Skudai, Johor.
Y.B Datuk Ahmad Zahari bin Jamil, the Chairman, EXCO Housing, Local Government, Work and
Public Amenities of the State of Johor was there to officiate the ceremony attended by over
5,000 residents in the vicinity of Taman Damai Jaya.
Key benefits of 3K Program:
• Continuing active involvement of the Taman Damai Jaya communities in maintaining the
public park;
• Improving the Sungai Skudai water quality by using Effective Micro-organisms;
• Maintenance of the river reserves in a clean and visually stunning way;
• Reduce vandalism activity as the Scouts have identified Taman Damai Jaya as their camping site.
• Creating a sense of ownership of such areas by the community.
81
82
Annual Report 2011
Local agenda 21 (LA 21)
The Sustainable Development 3K Programme in collaboration with UTM and MBJB
Picture 1,2:
Site visit to Hutan
Bandar for info
searching.
7. HERITAGE AND CULTURAL PROGRAMMES
ALAM BINA WARISAN KITA
2nd Series of
Bicarawara “Alam
Bina Warisan Kita”
at Bangunan
Sultan Ibrahim.
Picture 3:
Mudball’ in the
making
Local Agenda 21 is a programme for public, private sector and local authorities (PBTs) to
work together to plan and manage their areas and their environments towards sustainable
development and quality of life.
As part of the Local Agenda 21 3K Programme (Kebersihan, Keindahan dan Keceriaan) for
Iskandar Malaysia, IRDA also initiated the sustainable programme in collaboration with Universiti
Teknologi Malaysia and Majlis Bandaraya Johor Bahru.
LA 21 is seen as one of two steps to generate a quality generation in the success of the
effectiveness of 3K. Hence, UTM students will implement the strategies to improve water quality
consecutively to form the public parks and its surroundings as a natural recreational area.
UTM will be engaged for a period of Three (3) Semesters starting from 12 September 2011 to
12 January 2012 (Semester 1) , 20 February 2012 to 1 July 2012 (Semester II) and 12 September
2012 to 12 January 2013 (Semester III) in relation to the Project.
The Area Character Statement Blueprint was endorsed in the AIC meeting on 23 August 2010.
One of the three quick wins identified for the blueprint is the discourse of Johor Story, renamed
to Bicarawara. This year the 2nd series of Bicarawara “Alam Bina Warisan Kita” was held on 18
April 2011 in conjunction with World Heritage Day.
Featuring 8 speakers from various backgrounds, the Bicarawara was the platform to exchange
ideas and to instil the Johorean “jati diri”; it also created public and private sector appreciation and
to encourage participation in preserving the cultural, architectural and natural heritage of Johor.
Key focus:
1. the importance of preserving and enhancing valuable aspects of our heritage
and built environment.
2. to create greater awareness and appreciation from the public and private sector.
3. conserve Johor’s architectural, cultural and natural heritage while developing
Iskandar Malaysia.
200 participants which include administrators, corporate, professionals and the public and
society attended the bicarawara 2nd series.
83
84
Annual Report 2011
8. ISKANDAR MALAYSIA CORRIDOR &
CITY TRANSFORMATION PROGRAMME
Johor Bahru City, City Rejuvenation and Revitalisation Lab formally commenced in September
2011 with active participation and involvement from various public and private sectors.
Among the biggest challenge in developing Johor Bahru are the strategies to resolve further
deterioration of key waterways with runaway pollution levels, destruction of heritage buildings,
inadequate public amenities as well as competition in development from other four flagship
zones.
• KRA 1: Sg Segget River Revitalisation
The Sungai Segget Revitalisation programme will cover three main initiatives in
order to resolve pollution issues and upgrade the water quality from Class III and
IV to Class II. The three initiatives are:
- Sg Segget City Sewerage Treatment Plan (STP) which aims to provide sewerage
treatment plan and improve river’s water quality.
- Sg Segget Flood Mitigation System aims to alleviate floods in the city and
tackle the recurrence of flash flood.
Refurbishment and beautification of Jalan Wong Ah Fook will upgrade the
overall city’s landscape with anticipated participation from private sector.
Three key areas have been identified for Johor Bahru City Centre under City Rejuvenation and
Revitalisation Lab based on the three fundamentals of:
• Improvements in the quality of the coastal waters and shoreline
• Optimisation of inherent heritage and culture as an economic asset
• City enhancement for a liveable environment
11 Key Result Areas with 25 projects were identified to leverage upon the existing opportunities
which include proximity to Singapore and the richness of heritage and cultural assets of Johor.
Masterplan and
Projects Location
• KRA 2: City Drainage
Sg Ayer Molek channel need to be improved as it is currently contributing to the
recurrence of flash flood in JB City. Similar to the situation in Sg Segget, the water
quality in Sg Ayer Molek is now in Class III and Class IV. Two immediate initiatives
to improve drainage system are:
- Sg Ayer Molek Flood Mitigation System which aims to improve the existing
channel and raise river capacity
- Sg Ayer Molek Sewerage Network System to implement a proper sewerage
system for the catchment
• KRA 3: City Cleansing and Maintenance
Two initiatives have been identified to ensure cleaner surroundings in JB City:
- Relocation of back lane hawkers along Jalan Meldrum to Meldrum Food
Village, a two-acre plot for a hygienic food court within city centre
- Provision of oil and grease trap at the source of pollution to control water
contamination from food and beverages business and car workshops
In order to address the fundamental issues of JBCC, 6 KRAs were listed to address the issue of
Urban Decay in Johor Bahru.
85
• KRA 4: Enhancing Information and Communications Technology (ICT) Connectivity
- Improvement of internet access for visitors, public, government and business
sectors within Johor Bahru City Centre will attract potential investors and
developers to further enhance the economic activity.
86
Annual Report 2011
• KRA 5: Refurbishing buildings and public places
The refurbishment of historical and heritage buildings will increase city’s offerings
to tourists thus improve the tourism activities within the city. Three projects have
been identified to further promote the existing Johor heritage and culture.
- Restoration and reuse of Bangunan Sultan Ibrahim as tourist and culture centre
as platform to promote intangible heritage activities in Johor.
- Restoration of KTMB Building to become a Train Museum which will be an
efficient usage of the site and prevent it from dilapidation.
- Upgrading of the existing royal garden to Botanical Garden to increase its
potential in attracting visitors as well as major public space for city dwellers.
• KRA 6: Creating a walkable and safe city
Safe pedestrians’ walkways are the essence to improve the surrounding
environment of JB City. Improvement of connectivity between major areas in
the city will ease the congestion issue, offer comfort and safety for pedestrians. To
increase accessibility three initiatives were identified:
- Building connector for JB Sentral-KOMTAR-MATEX Persada to further improve
accessibility as well as enhance the economic activity.
- Pedestrian skyways along Jalan Siu Chin to Jalan Ungku Puan to increase
tourism-related activities.
- High Mast lighting at hot spots area will discourage street crime as well as
brighten the surrounding of the city
FOCUS ATTENTION ON DEVELOPMENT
OF THE FLAGSHIP ZONES
In January 2011, IRDA set up the Flagship Development (FD) Division “to close the gap
between the high-level strategic planning, facilitation and promotion and the on-the-ground
driving of economic growths within the Flagship Zones which in turn will become the nucleus of
growth for the whole of Iskandar Malaysia.”
Key objectives of flagship development are to be the:
• “Main Driver” for enhanced economic growth in all Flagships;
• “Flagship Developer” to initiate, focus and expedite economic growth of Flagships D & E;
and
• Partner to existing “Flagship Developers” in supporting and enhancing development
in Flagships A, B & C
Joint Transformation Forums (JTF)
To date, FD has initiated the formation of Joint Transformation Forums (JTF) for Flagship D
and E as well as the Nusajaya Transformation Forum comprising of key developers and players
within each Flagship to jointly plan, strategize and drive transformation program at the macro
level as well as to resolve issues and road blocks at the micro level. FD is also embarking on
JTF for Enablers with various agencies and authorities as platforms to coordinate, facilitate and
implement at 3 feet from the ground.
Publications
Flagship Development Division has also collaborated with reputable parties in coming up with
serial publications such as “Iskandar Malaysia Map 2011” with Messrs Ho Chin Soon Research
Sdn Bhd, and “Inside Iskandar Quarterly Property Digest” with Messrs Savills Rahim & Co, an
international firm of property consultants. These two publications can assist investors both existing
and potential in making timely and well-informed decisions based on researched market data and
trends related to land and property.
The Wealth of Iskandar Malaysia (TWOIM) Conference 2011
87
* High Resolution photo required
As part of its efforts to disseminate authoritative information on the developments within the
Flagship Zones and their benefits to the local communities, Flagship Development Division jointly
organised this 2-day international conference with The Royal Institution of Surveyors Malaysia
(RISM) with other co-organisers including the State Economic Planning Unit or UPEN Johor,
Universiti Teknologi Malaysia (UTM) and the Royal Institution of Chartered Surveyors (RICS). A
Gala Dinner graced by YAB Tun Musa Hitam was held in conjunction with this conference as well
as an optional technical visit on the 3rd day to project sites as well as Tanjung Piai Forest Reserve.
The conference was attended by over 300 participants whilst the dinner garnered 600 pax.
88
Annual Report 2011
BROADBAND COMMITTEE
ICT PROGRAM AWARENESS FOR SME AND INDUSTRY
In the year 2007, the Government of Malaysia signed a Public Private Partnership (PPP) agreement
with Telekom Malaysia Berhad (TM) to roll out the high speed broadband infrastructure at
selected areas. The project was initially called the High Speed Broadband (HSBB) Project, but
was subsequently branded as UniFi by TM. In rural areas, the Government targets to bridge the
digital divide by expanding the broadband and cellular coverage under the Universal Service
Provision (USP) initiative that is charged under the Malaysian Communication and Multimedia
Commission (MCMC). In high economic impact areas such as Iskandar Malaysia, broadband
services are targeted to be upgraded to provide broadband bandwidth of up to 20Mbps to
residential areas and up to 1Gbps to industrial areas.
IRDA has jointly organised 4 programs throughout 2011 on seminars for leveraging on ICT for
businesses as well as briefing on new technologies such as:
In order to improve the attractiveness of the online content, efforts are being focused to
enhance and promote e-Government, e-Education and e-Commerce. Efforts are also on the way
to digitalise the traditional information resources such as library, archive, etc. to be available
online. The affordability factor and bridging the digital divide is being improved by developing
various incentives to reduce the broadband access costs and widening the community access.
Broadband is one of the enablers for a knowledge-based economy. With the implementation of
broadband and achieving the 50% target, it has a potential to create 135,000 new high value
jobs in the ICT sector. The implementation of broadband services will also create a spin-off
effect in other sectors such as engineering, local content development and broadcasting.
IRDA, as the secretariat of the Broadband Committee in Iskandar Malaysia which is co-chaired
by the MCMC and the Johor State Government through the Johor State Economic Planning
Unit (UPEN), conducts a meeting on a quarterly basis. The main objective in the committee
formation is to ensure that the broadband penetration rate in the state of Johor and Iskandar
Malaysia is according to plan, and to resolve any issues faced by the Service Providers in the
best possible resolutions promptly. In summary, Johor achieved 60.4% household broadband
penetration by the end of 2011 an increase of 8.9% compared to 2010.
GOVERNMENT REGIONAL ELECTRONIC
ADVANCEMENT TRANSFORMATION
The GREAT (Government Regional Electronic Advancement Transformation) initiative in Iskandar
Malaysia is an extension of the eKL project that is rolled out to all 5 economic corridors in
Malaysia. Iskandar Malaysia has the privilege of being the 1st economic corridor to be deployed
with the GREAT initiative. The objective of the GREAT initiative is to enhance the efficiency and
quality of the various government agency services to the business community and to the people
at large.
1. Leveraging the Internet to grow your
business (14 June 2011)
Jointly organised with ICT Association
Johor and Entrepreneur Platform
3. Gaining Competetive Edge in this era
(11 November 2011)
Jointly organised with ICT
Association Johor
2. WOW Vision Malaysia Roadshow &
ICONapps (13 September 2011)
Jointly organised with WOW Vision
and MDeC
4. SimIT Open Source Activity introduction
(24 December 2011)
Jointly organised with ICT
Association Johor
Additionally, the event is a platform for the industry to share their ideas and thoughts on
business models, new trends, changing consumer expectation and other matters
WIRELESS
Wireless @ IMIC is a proof of concept, and to kick-off to the larger scale project of Wireless
@ Iskandar. Wireless @ IMIC aims to provide free wireless to the community at the Iskandar
Malaysia Information Centre, and Danga Bay area and was launched on 20th July 2011. It is
done in collaboration with Pernec Corporation Berhad. Currently, the Wireless @ IMIC is using
Telekom Malaysia’s UniFi 20Mbps, and the system is catered for 100 users at one time.
SMART SCHOOL 2.0 ROLLOUT
The Smart School program was initially a program by the Multimedia Development Corporation
(MDeC) to improve and enhance the ICT utilisation within schools is Malaysia. As Iskandar
Malaysia aspires to become an educational hub for the region, MDeC’s knowledge and
expertise in smart schools and utilising ICT in education has proved to be an invaluable
asset. On 19 October 2011, an MoU was signed between IRDA and MDeC to collaborate on
enhancing 50 schools within the Iskandar Malaysia region to align on the aspiration. The initial
target for the year 2012 would be to improve the Smart School Quality Standards of the 50
targetted schools from 3 stars to at least a 4 stars rating.
After gathering user requirements from IRDA and various state as well as federal agencies,
MAMPU and their appointed vendor, Brilliance Information, proceeded to create a prototype
of the GREAT system, Investor Medium Portal and Investor Monitoring System. The Investor
Medium Portal and Investor Monitoring System will be utilised by IRDA and potentially by other
economic corridors in Malaysia.
The GREAT initiative will enable various government and technical agencies such as JPBD, JAS,
JKR, JPS, Bomba, SKMM, SAJH and local authorities to collaborate efficiently with the end goal
of reducing the time required to process any application / requests.
89
90
Annual Report 2011
Social
Inclusiveness
Social Development
91
93 - 106
92
Annual Report 2011
Social Development
Social development vision - A prosperous and harmonious community underpinned by social
inclusion and equitable wealth sharing.
ii. 1Malaysia Programme – English Classroom Training
The realisation of the vision requires strategic intervention at two levels, namely Participation or
Involvement in Socio-Economic Activities and Participatory Preparedness. These interventions
are then translated into initiatives and programmes which are grouped into Human Capital,
Economic Inclusion, Social Inclusion, Community Development and Improvement in Quality of
Life. Quality of Life improvement includes programmes in the areas of Housing and Safety
and Security.
HUMAN CAPITAL
30,000
52.43%
>90%
30,000
locals trained to
immediately support
catalytic projects
job-matching
percentage from
Career Fairs
hiring rate for
participants of
Pre-Employment
Programme
(graduates and
school leavers)
Immediate new
jobs created
- Year 2011 to 2012
This programme is conducted in collaboration with community college to enhance English
proficiency among front-liners in Iskandar Malaysia to develop a positive image of our frontliners amongst tourists.
Outcome: A total of 86 participants attended the program, and 100% of them were
satisfied with the training.
iii. Karnival Kerjaya, Perniagaan dan Kemahiran (KEPAK)
The development of human capital in Iskandar Malaysia is implemented through projects and
initiatives based on the Iskandar Malaysia Human Capital Blueprint to ensure a ready and
sustainable supply of talent for the growing employment demands.
Many projects and initiatives have been conducted in year 2011 in collaboration with various
stakeholders including government ministries and agencies, Johor state government and
industry players to close the gap between supply and demand of talent within Iskandar Malaysia.
Key projects and initiatives implemented in 2011 are
i. Collaboration with PTPK and FeMAC
IRDA in collaboration with Johor State Economic Planning Unit, has conducted the first
and largest ever integrated outreach programme; KEPAK 2011 at PERSADA International
Convention Centre Johor from 23rd to 26th June 2011.
Outcome: Visited by approximately 40,000 visitors with 47% jobs matching ratio achieved.
Approval from Perbadanan Tabung Pembangunan Kemahiran (PTPK) for RM16 Million loan
to 950 trainees to be trained up to Sijil Kemahiran Malaysia (SKM) Level 1 & 2 within a year.
Outcome: Upon completion of their SKM 1 & 2, they will be placed at Legoland Malaysia,
Puteri Harbour Indoor Theme Park and other international hotels in Iskandar
Malaysia.
93
94
Annual Report 2011
Social Development
Efforts were put into upgrading and strengthening Bumiputera entrepreneurs in Iskandar
Malaysia to be more competitive and resilient and able to compete locally and globally.
Key projects and initiatives implemented in 2011 are:.
i. Smart Biz Kid
iv. Human Resource (HR) Networking
This programme is a collaboration between Iskandar Regional Development Authority
(IRDA) and two agencies under the Ministry of Human Resource (MOHR), i.e; Labour
Department - JobsMalaysia and Department of Skills Development. It is formed to enhance
collaboration and networking among the Human Resource practitioners to enhance the
organisations in the areas of human capital and talent management. This is key as strong
collaboration is necessary to face challenges in developing, attracting and retaining
talents through knowledge sharing and seminars and talks by prominent and experienced
speakers.
Outcome: About 70 Human Resource Heads and practitioners from various sectors within
Iskandar Malaysia region have joined the network activities and plans to have
a scheduled meet ups quarterly. This will develop, attract, and retain the best
talents in Iskandar Malaysia
This programme was a collaborative effort between Bistari Young, Johor Corporation and
Iskandar Regional Development Authority(IRDA) and was held on 20th August 2011 to
give exposure to those aged between 13-17 years old (Form 1-5) on the basic concept of
entrepreneurship.
Outcome: More than 70 young entrepreneurs and 38 participants from the NGOs,
supporting entreprenuers and government agencies attended the programme
ii. SME Networking Programme
v. National Talent Enhancement Programme (NTEP)
This programme is a government driven initiative to accelerate development of skilled
workforce through partnership with the industry. It is a 12-month attachment programme to
increase the employability and marketability of graduates in the engineering field.
Outcome: PEMANDU, as the driver of this programme has allocated placement
opportunities for 100 participants in Iskandar Malaysia.
For this programme, the Government will contribute a maximum of RM1,000.00 per
participant per month towards salary or allowance payment for the participants who are
undergoing the attachment and development programme with registered participating
employers or companies.
ECONOMIC INCLUSION
95
30
70
85%
SME companies
received book
keeping services
and new
consultancy
companies
formed by fresh
graduates
Franchisees to be Participants of
developed under Franchisee Basic
IRDA-PNS MOU
Course certified
by KPDNKK
30 - 100% 1,200
Sales increase
amongst 60
participants
of Iskandar
Commercial
Internet
Enterpreneurship
Program
Registered
companies
in Iskandar
Commercial
Portal (ICP)
Through collaboration with US Government and Warisan Global Sdn Bhd, talks on
“International SME Networking Program” and “Key Ingredients for Entrepreneurial
Success: Vision, Priorities and Communication” was organised on 24 June and 9
November 2011 respectively. These sessions were organized to increase the number of
entrepreneurs with potentials to expand their businesses in the international market via
international SME networking tools.
Outcome: Approximately 300 entrepreneurs attended the seminars.
96
Annual Report 2011
Social Development
iii. New Media and Digital Content Ecosystem Program
v. Iskandar Malaysia Set (Book Keeping Services)
This programme is a tripartite collaboration between National Entrepreneur
Federation(NEF), Telekom Malaysia(TM) and Bank Simpanan Nasional (BSN) to unearth
creative technopreneurs and companies associated with the creative industries and ICT. It
was held on 25th July 2011 with more than 70 participants attended this programme.
Through collaboration with MITI, IRDA has conducted a programme to assist new SME
companies by providing free one (1) year book keeping consultancy services. This
consultancy service is given by fresh graduates entrepreneus whose contract is paid by
MITI.
Outcome: Selected participants were offered to collaborate with Telekom Malaysia
(TM) after the issuance of “Letter of Interest” to buy the content from TM.
They are also eligible to receive financial assistance from BSN-Creative
Industry Fund which has an allocation of RM120 million.
Outcome: 30 SME companies received book keeping services and 30 new consultancy
companies formed by fresh graduates
vi. Iskandar Commercial Internet Entrepreneurship Program
iv. Seminar Keusahawanan Siswazah Iskandar Malaysia
Through collaboration with Perbadanan Usahawanan Nasional Berhad (PUNB), a seminar
for graduate entrepreneurs was held on 20 August 2011 at M-Suite Hotel, Johor Bahru to
help Bumiputera entrepreneurs to get financial assistance and providing pre-operational
service, managing account and consultancy service to those potential entrepreneurs.
Outcome: More than 200 participants attended this programme which includes young
graduates and undergraduates. 15 people have taken the “entrepreneurship
test” for the “Skim PROSPER Siswazah” and 11 participants were selected to
be interviewed for PERANTIS program.
97
IRDA, in collaboration with MDeC, has conducted a programme called the Iskandar
Commercial Internet Entrepreneurship Program for local entrepreneurs to help small
enterprises to develop their marketing enabler; “online marketing tool” to enhance their
product marketability, product exposure, brand and sales via the Internet.
Outcome: About 60 participants/companies have been selected to attend the
programme and about 30% - 100% increase in sales have been observed
after a few months of their product/corporate websites were put online.
98
Annual Report 2011
Social Development
vii.Franchise Development Program
The targeted youths are school leavers that did not get the opportunity to pursue their
studies in any higher learning institute or school dropouts. Upon completion of this
programme, the students received “Sijil Kecekapan Kemahiran” from CIDB which will
certify them as skilled workers. 140 school leavers were involved in refurbishing and
repainting 4,200 units of lowcost flats in Larkin Perdana, Taman Cempaka and Taman
Melor.
Outcome: 140 local youths certified as semi skilled workers by Construction Industry
Development Board (CIDB) and 4,200 units of low cost flats were refurbished
and repainted. The maintenance fees collection for the flats also increased by
50% after completion of the project.
ii. Racial Integration Programmes
In March 2011, IRDA signed a Memorandum of Collaboration with Perbadanan Nasional
Berhad (PNS) to develop 70 franchisees in Johor, including from Iskandar Malaysia in
various franchise businesses. Series of talks and advisory programmes for approximately
100 SMEs about franchise business were conducted to create awareness and guidance to
them.
a. Language Class (Mandarin and Tamil)
Outcome: 85 entrepreneurs completed the franchise course and were certified.
SOCIAL INCLUSION
40
140
3,500
>50%
1,000
Orang Asli
youths trained
in construction
industry and
certified by CIDB
Local youths
trained and
certified by CIDB
Families (10,000
people) in
dilapidated lowcost flats now
living in a better
environment
Increase in
maintenance
fees collection
of low-cost flats
Participate in
Racial Integration
Programme
i. Skills Development Program in Construction and Maintenance
Belia Tempatan Mahir (BERTAM)
One key component to facilitate racial harmony is through learning other languages for
us to better understand the cultures around us. Through collaboration with Community
College and Integration and Unity Department and via Latihan 1Malaysia, we have
conducted Mandarin language classes for the community at large. The classes were
conducted form June to October 2011.
Outcome: About 200 people have registered and completed the 32 hour classes.
b. Paintball Tournament
99
100
Annual Report 2011
Social Development
Collaboration with Johor Paintball to enhance public awareness on racial integration,
promote interaction and networking amongst various races and entice public participation
through sports.
Outcome: 20 teams consisting of 100 participants from various races took part in this
tournament on 19 June 2011.
COMMUNITY DEVELOPMENT
6
>2000
91%
Collaborative ‘Quickwin’
community projects
identified
Students attended
career talk and exposure
programme
Discipline improvement
amongst students who
attended Motivation and
Mindset Change Program
c. Iskandar Puteri Heritage Race
i. Iskandar Malaysia Sustainability Framework
A change of mindset is necessary for stakeholders to participate and commit to making
the vision of Iskandar Malaysia a reality. The Iskandar Malaysia sustainability framework,
developed by various stakeholders serves two purposes which is to get everyone to look
at the same big picture.
Outcome: Participants agreed on 6 collaborative ‘Quickwins’ community projects that
would help achieve the framework’s objectives, thus demonstrating effective
cooperation between the public, private and community sectors. The 6
projects will be executed in 2012.
Organised in conjunction with the JB Arts Festival to enhance public awareness on racial
integration, promote sense of belonging and entice public participation through their
interest in heritage and fun activities.
Outcome: Attracted more than 300 contestants from all races.
d. Iskandar Malaysia Photography Contest
Themed “Colors of ISKANDAR MALAYSIA” this inaugural contest was organised in
collaboration with Persatuan Senifoto Johor (PSJ) and JOHO club in the month of
December 2011. One of the categories in this contest is racial harmony or ‘muhibbah’ to
depict the spirit of unity amongst various races in Iskandar Malaysia
ii. Career Talk and Exposure Programme
This programme was conducted to provide a useful and practical platform for students
in developing their future career path through exposure of particular career options
available in Iskandar Malaysia
Outcome: More than 2,000 secondary school students from selected schools in Iskandar
Malaysia participated in the programme.
iii. Motivation and Mindset Change Programme
Participants
attending the
programme
Outcome: Some 600 photographs submitted by the contestants.
The winning photos were then exhibited at Bangunan Merah, Jalan Tian
Hiok Nee to enhance awareness and appreciation amongst locals on the
importance of racial harmony.
e. Flavours of Iskandar Malaysia
This cooking contest was organised in collaboration with KFC International College to
have contestants whip up their own creation of 1Malaysia menu.
Outcome: The winner was selected based on the menu that best represents the spirit of
racial harmony and best flavours, through voting of invited 100 spectators
from various races.
This programme is to equip the students with the right mindset and learning techniques
to improve their academic achievement and personal development
600 medium and low performing UPSR, PMR and SPM candidates from low income
families were selected to undergo the pilot programme of Motivational and Mindset
Change Programme. 50 teachers were selected as change agents to assist the students in
school and monitor their progress after attending our programme.
Outcome: The average academic improvement percentage after the one-year
programme is 56% and discipline improvement is 91%.
101
102
Annual Report 2011
Social Development
iii. CTV Surveillance
SAFETY & SECURITY
15
53%
942
CPPs have been completed
CPPs already in operation
Auxiliary Police approved
for Iskandar Malaysia
Proposed sites for
1,467 CCTV are
mapped on GIS for
spatial view
against current
CCTV location and
hot spots
IRDA has commissioned the Safety and Security Blueprint to assist the public sector, private
sector and community to work together in building a safe and secure environment.
The Blueprint establishes a vision for Safety and Security in Iskandar Malaysia that shares
responsibility for achieving key goals, commencing with an intensive effort at coordination and
integration.
A number of initiatives have been taken to combat crime and some of the existing measures
have yielded success – total crime rate in Iskandar Malaysia was reduced by 15% from 2009 to
2011 while street crime fell 49% over the same period.
i. Community Police Post (CPP)
The CCTV study was commissioned in October 2010 and completed in May 2011
Outcome: A total of 196 CCTV cameras have been installed at public places bringing the
total number of CCTV cameras in Iskandar Malaysia to be around 180,000.
Note:
The implementation stage of the CCTV had to be postponed in view of funding
unavailability.
A community police effort to prevent crime in its locality.
Outcome: A total of 15 Community Police Posts were completed and handed over to
PDRM for operation throughout 2011.
ii. Auxiliary Police
In line with augmentation of police force to work toward police to population ratio of
1:250, IRDA actively pursues to engage Auxiliary Police within Iskandar Malaysia.
Outcome: One battalion of 942 Auxiliary Police for Iskandar Malaysia was approved by
PDRM Bukit Aman on 19 April 2011. A special purpose vehicle to run the
Auxiliary Police was incorporated in August 2011 under the name of IMSEC
Sdn Bhd.
iv. Corridor & City Crime Lab
Two representatives from IRDA participated fully at the PEMANDU Regional Corridor and
City Crime Lab from 12 September to 4 November 2011. A total of 10 initiatives which are
in line with Iskandar Malaysia Safety & Security Blueprint were proposed by the lab members
with the total cost of RM3.05 billion spreading the implementation up to year 2020.
Outcome: In December 2011, the Government has allocated RM30 million to kick start
the implementation of CCTV installation, one of the 10 initiatives.
v. Other Initiatives
IRDA also participated actively in the Safe City Programme led by the Yang DiPertua of
all the Local Authorities in Iskandar Malaysia, as dictated by the NKRA Crime Reducing
initiatives. The rollout of 5 out of 15 Safe City initiatives across the Local Authorities in
Iskandar Malaysia will also mean the implementation of of the Safety & Security Blueprint
programmes.
The Safety & Security conferences at Pasir Gudang was held in December 2011 in line
with the Safety & Security Blueprint programmes.
The second Safety & Security conference was successfully held in March 2011 in Johor
Bahru whilst the third conference was held in Pasir Gudang in December 2011.
103
104
Annual Report 2011
Social Development
HOUSING AND SPATIAL
924
2,720
10,000
Units of public housing
completed (out of 1,500)
Units for squatters relocation
along Sg Tebrau
(75% completed)
Foreign workers can be
accommodated in 3 Foreign
Workers’ Enclaves
Creating a strong and cohesive community where every member experiences a sense of
belonging and enjoys an equitable share of its wealth begins with the planning and design
of the physical spaces occupied by the members of the community. This group of initiatives
aspires to build a caring society where the needs of the less fortunate are met, promote a sense
of belonging through the minimisation of both social and economic stratification, encourage a
more balanced ethnic distribution by minimising the concentration of any one particular ethnic
group and ensure a healthy and safe living environment through the provision of housing
for its transient population.
ii. Foreign Workers Enclaves Program
An initiative under the Iskandar Malaysia Safety and Security Framework, the Foreign
Workers’ Enclaves Program is a long-term plan to mitigate the risks associated with
foreign workers over issues of security, safety, health and the environment. It also aims
to improve the housing and welfare of the 150,000 projected foreign workers in Iskandar
Malaysia until 2025. The program is a collaborative effort between IRDA, the Johor
State Government and the five Local Authorities in Iskandar Malaysia. This effort is
further strengthened with participation from the Johor State Town and Country Planning
Department, the Royal Malaysian Police, Immigration Department, Department of Labour,
Malaysian Fire and Rescue Department and Health Department. In 2009, 2 enclaves
commenced in operations in Nusajaya and Skudai.
Outcome: In 2011, a new enclave was launched in Taman Perjiranan 8, Perjiranan Air
Biru, Pasir Gudang, comprising of 10 apartment blocks rented from Majlis
Perbandaran Pasir Gudang. The 10 blocks will accommodate 3,024 workers
and the first 4 blocks were fully refurbished in June 2011. Each unit is fully
furnished with double-decker beds, steel lockers, dining table and chairs,
television and cabinet, kitchen rack with stove, fridge, ceiling and wall fans in
each room.
i. Rumah Iskandar Malaysia
iii. Squatters Relocation Project for Sungai Tebrau
Rumah Iskandar
Malaysia
Rumah Iskandar Malaysia formerly known as Perumahan Rakyat Iskandar Malaysia
(PRISMA) is a showcase for the new implementation of public housing in Iskandar
Malaysia with medium density housing of 25 units per acre. It will have New Design
Elements that emphasizes more open spaces, with community facilities like kindergarten,
surau, football fields, tennis court and community hall.
The objective is to build a better and improved quality rental housing in IM with improved
public facilities in conducive living environment. In total of 1500 units of houses the
development will be in the form of low-rise three (3) and four (4) storey walk-up apartment
with minimum 900 sq ft build up. Each unit will have three (3) standard size bedrooms
with two (2) baths, with adequate finish and amenities. A total of 30 units will be OKU
friendly situated in the ground floor of each block. This development will be designed
to Crime Prevention Through Environmental Design (CPTED) Standard for safety and
security, eco-friendly and promote interaction among the community members especially
amongst the youth and active population.
Under RMK9, RM303 million have been approved and allocated for the squatters within
the vicinity of Sungai Tebrau. This project is part of IRDA’s river cleaning program to
ensure Sungai Tebrau is free of pollutants upon completion. The project involves the
relocation of 9 villages comprising of 2720 families into newly built apartments within
the same area. The villages are Kg. Bakar Batu, Kg. Desa Jaya, Kg. Desa Melayu, Kg.
Desa Makmur, Kg. Tengah, Kg. Bunga Raya, Kg. Tok Siak, Kg. Dato’ Hjh Hasnah and Kg.
Belantik.
Outcome: As of end of December 2011, the overall percentage of completion is 75%,
which is ahead of schedule. It is targeted to be fully completed by September
2013.
Outcome: Plot A (924 units) has fully completed by end December 2011 and will be
operational by April 2012. This project will be managed by a Special Purpose
Vehicle (SPV), Prisma Harta Sdn Bhd, a 100% wholly owned subsidiary of IRDA.
105
106
Annual Report 2011
Investment &
Promotion
Economics and Business
107
109 - 114
115 - 118
119 - 122
108
Annual Report 2011
1.7%
1.5%
0.5%
1.3%
2.4%
COMMITTED INVESTMENTS
Iskandar Malaysia is currently in Phase 2 of the Comprehensive Development Plan which
spans from 2011 to 2015 with an investment target of RM73 billion. In 2011, Iskandar Malaysia
managed to attract new committed investments amounting to RM15 billion.
Manufacturing 36.8%
4%
Properties 32.2%
4.6%
Utilities 7.6%
Government 7.4%
7.4%
36.8%
Petrochem / Logistics 4.6%
Port / Logistics 4.0%
7.6%
Tourism 2.4%
Education 1.7%
Healthcare 1.5%
32.2%
Creative 0.5%
Others 1.3%
Total cumulative committed investment in Iskandar Malaysia
by sector from 2006 to Dec 2011 (in %)
This brings the total cumulative committed investment in Iskandar Malaysia to approximately
RM85 billion for the period of 2006 to 2011. Moving forward, global headwinds such as the
European debt crisis is expected to slow down economic activities. Iskandar Malaysia will
continue to review and adjust its investment and marketing strategy to target markets and
industries which can contribute effectively to the development of Iskandar Malaysia.
Cumulative
Committed
Year-on-Year
RM (billion)
90
84.78
80
69.48
70
60
55.56
50
6.28
6.83
30
25.80
20
0
109
27.30
21.83
41.75
40
10
6.28
6.28
5.80
11.30
8.17
16.52
19.98
14.45
9.11
5.05
7.10
1.0
5.80
5.50
11.90
21.70
23.65
26.92
31.22
2006
2007
2008
2009
2010
2011
Manufacturing
Utilities, Tourism & Others
Government
Committed Investment
Properties
110
Annual Report 2011
ENGAGING THE BUSINESS COMMUNITY – IM BIZWATCH
The IM BizWatch is our monthly e-news covering not only the economic and social
developments within Iskandar Malaysia but also various issues that would have an impact to
Iskandar Malaysia. For the year under review, 12 monthly editions of IM BizWatch have been
issued with an additional three special editions that covered specific sectors namely tourism,
education and property.
INVEST ISKANDAR MALAYSIA - INVESTMENT GUIDES
ON THE 9 KEY ECONOMIC SECTORS
TRADE AND INVESTMENT MISSIONS, CONFERENCE
AND ETC
In its effort to attract investments into Iskandar Malaysia, IRDA has been continuously
participating in trade and investment missions led by Ministry of International Trade & Industry
(MITI), Malaysia Investment Development Authority (MIDA) and Malaysia External Trade
Development Corporation (MATRADE).
In 2011, IRDA has participated in several trade and investment missions to various countries
including Abu Dhabi, India, South Korea, Houston (USA), Brunei, United Kingdom, Denmark,
Japan (Tokyo and Osaka), Milan (Italy), Stockholm (Sweden) and Oslo (Norway). These trade and
investment missions have proven to be fruitful as it served as a platform for IRDA to promote
Iskandar Malaysia’s value propositions as a unique global investment destination of choice.
Right:
Trade and
Investment Mission
to Japan, Tokyo and
Osaka (July 2011)
Left:
Trade and
Investment Mission
to South Korea
(April 2011)
The Iskandar Malaysia Investment Guide, as a part of IRDA’s effort to continuously stimulate the
growth of the 9 promoted sectors in Iskandar Malaysia was launched by the Prime Minister in
May 2011. The Iskandar Malaysia Investment Guides or “Sector Booklets” present a distinctive
sector value proposition with in depth analysis of the each sector. The “Sector Booklets” feature
Iskandar Malaysia’s growth aspirations with sector specific landscape, vision & strategies, trends
& prospects, sector drivers, investment opportunities and tax incentives. It is envisaged that the
publication of the “Sector Booklets” will provide clarity and allow validation of information for
investors and stakeholders.
111
Right:
Participation in
SEMI Conference
in Singapore
(November 2011)
Left:
Trade and
Investment Missions
to Italy, Sweden and
Norway (September
2011)
Besides trade and investment missions, IRDA has also been invited to participate in conferences
which give the opportunity to showcase Iskandar Malaysia as a preferred investment
destination.
112
Annual Report 2011
In order to attract new investors and to retain the existing ones, there is a need to engage
directly and regularly with investors. The Investors’ Dialogue organised twice a year has proven
to be an effective platforms which brings together investors and Government agencies. It helps
build rapport and networking as well as being a conduit for the exchange of information and
updates. In 2011, we organised the fifth and sixth series of Investors’ Dialogue which were held in
June and December at The Zon Regency Hotel and Amansari Residence Resort respectively.
The Investors’ Dialogue has been supported by key departments within IRDA together with
several Federal and State agencies. External speakers from PEMANDU, a unit under the Prime
Minister’s Department, Frost and Sullivan, Telekom Malaysia, Tenaga Nasional Berhad are
among those invited to share information in the Investors’ Dialogue.
More than 300
participants
attended the
Investors’ Dialogue
sessions.
PARTICIPATION IN THE SME AND REGIONAL
CORRIDORS AND CITIES LAB BY PEMANDU
We participated in the “Narrowing Disparities for BUMIPUTERA SME” lab in February to April
2011. The lab’s objective is to brainstorm and identify ways to nurture and develop Bumiputera
SMEs to become ‘Bumiputera Corporate Champions’ (BCCs).
Realising the importance of economic contribution from regional corridors including Iskandar
Malaysia, PEMANDU, a unit under the Prime Minister’s Department organised the Corridors
and City (CC) Lab from September to November 2011 aimed to strengthen the economy and to
enhance the quality of life in the corridors and cities. Representatives from IRDA were selected
and were gathered in various labs over an intense 8 week period to brainstorm on ways and
means to identify economic projects which can bring in more economic benefits as well as to
enhance the quality of living within the region.
Corridors and
City Lab
SMALL MEDIUM ENTERPRISES (SMEs) DEVELOPMENT
SMEs in Malaysia play a crucial role towards contributing to the nation’s GDP. They contributed
about 31% of the nation’s GDP and 56% of the total employment in Malaysia in 2005. Realising
the importance of SMEs towards the Malaysian economy, IRDA has been tasked together
with the relevant agencies such as the SME Corporation with the objective to ensure that the
development of SMEs within Iskandar Malaysia to a higher value chain will become a success.
Thus, in order to achieve the said objective, IRDA together with the relevant agencies have
organised “IM SME Dialogue” twice a year to keep the SMEs abreast with available business
opportunities in Iskandar Malaysia.
113
ISKANDAR SERVICE CENTRE
Since its establishment in 2007, the Iskandar Service Centre (ISC) has proven its effectiveness in
providing timely comprehensive facilitation and processing services, which is one of the most
critical components in determining the overall speed of development in Iskandar Malaysia. The
ISC has continued to increase in both size and capacity in tandem with the number of enquiries
it has received from investors and developers who are keen to participate in the development
of Iskandar Malaysia. In essence, the ISC acts as a One Stop Centre offering facilitation services
that cover both physical development (land, planning, infrastructure and building) as well as
investment facilitation (business process, immigration matters, licensing and customs).
114
Annual Report 2011
DEVELOPMENT PROCESS APPROVAL
SERVICE LEVEL CHARTER (SLC)
WITH TECHNICAL AGENCIES
The timeline required in processing approvals has been further reduced by 20.06% from
consolidated Service Charter in 2011 (19.29% in 2010). The improvement achieved by ISC was
measured against the normal process of channelling the request to the respective government
agencies.
To reinforce the SOP, we have implemented a SLC with the various Technical Agencies involved
in the Development Approvals process. Essentially, the SLC defines the timelines in which the
Technical Agency would respond with their decision in respect to submission from ISC.
As at 2011, we have managed to sign SLCs with the following Technical Agencies:
135
1. Pejabat Tanah Daerah Johor Bahru
2. Pejabat Tanah Daerah Kulaijaya
3. Pejabat Tanah Daerah Pontian
4. Jabatan Bandar dan Desa Negeri Johor
5. Jabatan Kerja Raya Negeri Johor
6. Jabatan Bomba dan Penyelamat Negeri Johor
7. Jabatan Alam Sekitar Negeri Johor
8. Jabatan Mineral dan Geosains Negeri Johor
9. Suruhanjaya Komunikasi dan Multimedia Malaysia
10. Tenaga Nasional Berhad
11. SAJ Holdings Sdn Bhd
12. Indah Water Konsortium Sdn. Bhd.
120
105
90
75
60
45
30
15
s
tP
as
DP
en
nd
pe
De
Committed Timeline (in working days)
Left:
Majlis Perbandaran
Pasir Gudang
s/
10
Ik
/D
ht
P1
isa
1
an
Pl
g
Bu
ild
in
e
ur
ct
ru
In
Pl
an
ni
fra
st
ng
De
nd
La
Pl
io
iss
rm
ve
Pe
lo
Di
nd
La
an
n
t
en
sp
ra
st
gi
Re
nd
La
pm
os
tio
al
n
0
Right:
Majlis Perbandaran
Kulai
Average Processing Days (in working days)
STANDARD OPERATING PROCEDURE (SOP) WITH
LOCAL AUTHORITIES (LA)
A Standard Operational Procedure for development process applications has been our main
tool to achieve approvals within 30 days timeline.
The scope of SOP includes the submission of the following:
Left:
Majlis Daerah
Pontian
Right:
Majlis Perbandaran
Johor Bahru
i. Planning permission plan
ii. Road and Drainage plan
iii. Building plan
iv. Landscape plan and
v. Compound lighting and street lighting plans
The SOP is being used by the Local Authorities, ISC and the consultants who make the
development applications. In August 2011, we have managed to expand the SOP to all LA in
Iskandar Malaysia i.e. Majlis Bandaraya Johor Bahru (MBJB), Majlis Perbandaran Pasir Gudang
(MPPG), Majlis Perbandaran Kulaijaya (MPKu) and Majlis Daerah Pontian (MDP) in addition to
the SOP that we have with Majlis Perbandaran Johor Bahru Tengah (MPJBT).
115
116
Annual Report 2011
MALAYSIAN AUTOMATED CLEARANCE SYSTEM (MACS)
ISKANDAR MALAYSIA INFORMATION CENTRE (IMIC)
Immigration Workgroup (IWG) has successfully launched Malaysian Automated Clearance
System (MACS) to facilitate automated immigration clearance facilities for frequent travellers
between Malaysia and Singapore at the respective CIQ Land checkpoints in Johor. Since its
introduction in 2009, a total of 122,975 MACS applications were approved.
Iskandar Malaysia Information Centre was established at the Danga Bay Convention Centre.
This centre serves to provide an effective an interactive platform to communicate and engage
with investors and the Iskandar Malaysia community at large. Since the day of its soft launching
in June 2011, the Iskandar Malaysia Information Centre has received various guests be it as
normal visitors / stakeholders or guests from events held at IMIC. Below is the breakdown of
visitors received in IMIC from June until December 2011.
Total number of MACS applications (2009 - 2011)
90000
Number of visitor (June - December 2011)
80000
70000
85,367
122,975 Approved
900
800
60000
700
50000
600
40000
500
36,168
30000
400
20000
300
10000
1,440
200
0
2009
2010
2011
100
0
APPOINTMENT OF IRDA AS AN APPROVING AGENCY
FOR EXPATRIATE POST APPLICATION IN ISKANDAR
MALAYSIA BY MINISTRY OF HOME AFFAIRS
June
July
August
September
October
November
Decemebr
In December 2011, Ministry of Home Affairs granted IRDA as an Approving Agency for
Expatriate Post Application in Iskandar Malaysia with effect from Q 12012. Companies that are
eligible to apply are as follows:
i. IDR Status Company
ii. Approved Developer
iii. Approved Development Manager
iv. Companies granted for Flagship Incentives Iskandar Malaysia (FIM) and any companies
involved in development of Flagship Zones in Iskandar Malaysia.
v. Project/development involves 6 main sector categories as major and strategic approved
by IRDA.
117
118
Annual Report 2011
1. MEDIA
ISKANDAR MALAYSIA also gained worldwide publicity through exclusive print and broadcast
interviews such as with Bloomberg, Infrastructure Focus Magazine, Le Petit Journal, AFP, The
Daily Telegraph, Forbes, The Economist and Nikkei Japan Daily.
On the Social Media front, ISKANDAR MALAYSIA’s Facebook profile (Iskandar Malaysia)
currently has 2,002 friends and its fan page (Friends of Iskandar Malaysia) has 1,901 fans as at
December 2011.
Others
The Media Team also produced a 186-page publication – The Happenings 2011 – which is
a compilation of speeches, media release and media clippings, targeted at researchers, the
media, and as a document of reference for the future generation.
2. STAKEHOLDER MANAGEMENT
The Stakeholder Management team focuses on engaging different levels of stakeholders to
achieve a common goal, which is to get the buy-in of the various stakeholders. Stakeholders
include Commercial, Government, Educational Institutions, Embassies, Community and NonGovernmental Organisations.
Cumulative 3000 attended visitor
2011 PR value from publicity and news coverage
In 2011, ISKANDAR MALAYSIA continued to gain publicity and news coverage in the print
media in Malaysia and Singapore by maintaining a PR value of RM29.8mil. The positive news
generated, meanwhile, continued to escalate and increased from 96.6% in 2010 to 98% in 2011.
This achievement is attributed to dedicated and committed efforts in branding and
promoting ISKANDAR MALAYSIA through various communication channels, both locally and
internationally. Throughout the year, there were a total of 111 engagements with the media
(both domestic and international) and a total of 40 press releases were issued. Proactive media
engagements were also part of the continuous relationship building and sustaining strategy
encapsulated in the 2011 media plan to further boost media coverage throughout the year.
Reaching out to Singapore’s media and others
Efforts were made also to reach out more to the Singapore media – the two media giants
Singapore Press Holdings (SPH) and Mediacorp Singapore - through coordinated visits,
familiarisation trips and organised interviews between the Singapore media and the Chief
Executive of IRDA. The local press were also appreciated through information sharing sessions
and a pirate-themed 2011 Media Race and Appreciation Dinner. The Chief Executive of IRDA
similarly hosted an engagement with the Foreign Correspondents Association in Singapore.
119
120
Annual Report 2011
Special visitors events
Date
9 - 10 Feb 2011
10 Mar 2011
7 Apr 2011
16 & 30 Apr 2011
Visit
Visit By UK Trade & Commission Of Britis High Commission In
Malaysia
Visit by Ambassador of Poland In Malaysia
Ride for Charity With Youth (JOHO)
Visit by High Commissioner of Canada
9 May 2011
Visit by MITI Minister, Y.B. Dato’ Sri Mustapa Mohamed
13 May 2011
The Branding efforts in 2011 continues to focus on international and local promotional
initiatives to further increase both local and international investor awareness.
Iskandar Malaysia continued brand advertising and write ups in US Airways, Property Report
(SEA Magazine) and The Edge (Singapore and Malaysia). Iskandar Malaysia was also featured in
the 1Malaysia Tourism Publication, Expat Magazine and Par Golf Magazine.
Briefing to Senai Taxi Association
28 Apr 2011
12 - 13 May 2011
121
3. BRANDING & PROMOTIONS
The Digital Media campaign began in May to December 2011 and has shown above-average
performance in terms of click through rates (CTR) which is an industry standard measurement of
effectiveness of digital campaigns.
Visit by Ambassador of the United States in Malaysia
Briefing on Iskandar Malaysia Latest Updates & Initiatives to
Pegawai Daerah Johor Bahru, Penghulu-Penghulu, Pegawai-Pegawai
Perhubungan Awam Majlis-Majlis Kerajaan Tempatan
16 May 2011
Malaysia Singapore Business Council (MSBC)
11 Jun 2011
Briefing & Dialogue Session With Peladang
26 Jul 2011
Briefing & Dialogue Session with Kelab Media & Radio Sekolah
(KEMRAD)
15 Sep 2011
Visit By H.E. Mr. Songsak Saicheua, Minister And Deputy Head Of
Mission, Royal Thai Embassy
20 Sep 2011
Visit by Ambassador & Head of Delegation of the European
Commission Delegation in Malaysia
20 Sep 2011
Visit by MITI Deputy Minister, Y.B. Datuk Mukhriz Mahathir
27 Sep 2011
Visit by Ambassador of Iran in Malaysia
6 Oct 2011
Visit by Ambassador of Japan in Malaysia
10 Oct 2011
Visit by Ambassador of Sweden in Malaysia
14 Oct 2011
Visit by Universiti Utara Malaysia & Dialogue Session with
Y.B. Dato Sri Utama Shahrir Abdul Samad
2 Nov 2011
Briefing to Koperasi Permodalan Melayu Negeri Johor (KPMNJ)
16 Nov 2011
Visit by Foreign Ambassadors Accredited in Singapore
11 Dec 2011
Prime Minister visit to Iskandar Malaysia
23 Dec 2011
Briefing to Pejabat Perbendaharaan Negeri Terengganu
28 Dec 2011
Briefing to Majlis Perbandaran Sg. Petani, Kedah
Key activities
1. Platinum Sponsor Global Entrepolis Singapore
2. Iskandar Malaysia recognition
3. Prime Minister visit to Johor Premium Outlets, Puteri Harbour and Rumah Iskandar Malaysia
Annual Report 2010
Calendar and
Notebook 2011
122
Annual Report 2011
Operational Support
Legal & Secretarial Services
123
125 - 126
127
128 - 129
130
124
Annual Report 2011
Culture
Manpower
As at end of 2011,IRDA employed 181 personnel, with 80% at the Executive level and 20% at
the Non–Executive level.
Internal Communications
As part of IRDA’s initiatives to strengthen communications, quarterly gatherings of employees
in Townhall sessions are held internally where the quarterly gathering of employees where the
Chief Executive provides highlights and updates on IRDA’s performance, culture updates and
the moving forward plans. The gathering also presents an opportunity for employees from all
levels to have an open dialogue with the Chief Executive; as well as to make suggestions and
raise questions. In essence, Townhall signifies
IRDA’s commitment towards practising and
nurturing our shared values International
Standing, Engage, Enable, Envision and
Integrity as the pillars of IRDA’s culture.
87%
77%
IRDA
Employee
Engagement
Index
Malaysia
Norm
85%
Global High
Performance
Company
Norm
One of the initiatives to enhance
communication is organising
pulse lunches with employees,
which provides an avenue for
employees to show their views on how IRDA
can continously improve.
IRDA believes that culture is a key performance driver in meeting the organisation’s critical
missions. Human Capital will continue to organise programmes on culture solution delivery to
instill culture and values within the employees; in line with other ‘People Excellence’ initiatives.
For the first time in 2011, Human Capital measured culture embedment through the Shared
Value Index and IRDA scored 83%. This reflects high acceptance of the IRDA culture by the
employees.
Learning and Development
Employee Engagement
Yearly Employee Engagement Survey is important to IRDA as it is frequently linked not only to
higher levels of employee retention, but also to superior level of organisation performance. In
2011, IRDA’s Employee Engagement Index recorded 87% against the Malaysia norm of 77%
and against the Global High Performance Company Norm of 85%.
In IRDA, the top drivers of engagement are Culture and Values, followed by Strategy, Directions
and Objectives and Work Organization. The management is mindful of the comments,
suggestions and expectations expressed in the survey and these were communicated to all
employees.
As a progressive and learning organisation, IRDA was given the privilege to co-host 2 programs
involving world renowned speakers and global thought leaders. Stephen M.R. Covey was
invited by IRDA to deliver a special keynote presentation on ‘Driving Economic Value Through
the Speed of Trust’ in collaboration with The Johor State Government and Leadership
Resources (Malaysia) Sdn. Bhd. and Dr Ram Charan on ‘Developing a country’s Talent Strategy’
in collaboration with Urban Forum (M) Sdn. Bhd. Both programs were attended by IRDA
strategic partners from local organisations and overseas.
IRDA is among the first organisation and Economic Corridor to implement the Continuing
Professional Development (CPD) Credit Points in 2011 that emphasizes the importance of
lifelong learning aimed at meeting employees’ needs through systematic improvement and
broadening of knowledge,understanding,skills and the development of personal qualities
which is necessary for the execution of professional duties including the acquisition of extended
and expanded roles. The Continuos Development Development credit points covers, amongst
others training programmes, culture initiatives, knowledge sharing, coaching, involvement in
committees and participation in IRDA Led events.
Thus, the CPD serves as a guide to meet the work standards and enhances the professionalism
of IRDA’s employees.
125
126
Annual Report 2011
Legal and Secretarial Services
OBJECTIVES OF LEGAL & SECRETARIAL SERVICES
FUNCTIONS
1. To conduct and standardise Legal & Secretarial activities in IRDA; and
2. To ensure that all Legal & Secretarial tasks/activities are carried out according to operational
procedures, efficiently and are well documented.
LEGAL & SECRETARIAL SERVICES ACTIVITIES OVERVIEW
Authority & Committee Management:
a. Manage Members of the Authority (MoA)
b. Manage Members of Executive Committee (EXCO)
c. Manage Advisory Council (AC)
d. Manage Members of Approvals and Implementation Committee (AIC)
As a regional development authority, having a solid system of governance and high integrity
core values is necessary to inspire investors’ confidence. To this end, IRDA has been very
proactive in addressing the anticipated growth in the number of Special Purpose Vehicles (SPV)
that will be set up to fulfill various operational requirements.
SPV GOVERNANCE FRAMEWORK
2011 Strategic Projects
Special Purpose Vehicle Governance Framework
Corporate Governance Requirements
Secretarial Services:
a. Manage Common Seal
b. Corporate Governance Management
c. Meeting and Minutes Management
Financial Policy & Procedures
LEGAL & SECRETARIAL SERVICES 2011 ACHIEVEMENTS
127
The Corporate Performance Management (CPM) Division, which covers two key areas;
Corporate Planning (CP) and Programme Management Office (PMO) continued to drive
planning and performance excellence.
The Spv governance framework is as below:
Legal and Advisory Management:
a. Appoint Legal Counsel
b. Periodic Legal Counsel Performance Appraisal
c. Contract Document Management
d. Regulatory and Compliance
5th EXCO Meeting in Shangri-La Putrajaya
7th AIC Meeting at Bukit Timbalan, Johor Bahru
10th MOA Meeting at Prime Minister’s Office, Putrajaya
8th AIC Meeting at Kota Iskandar, Nusajaya
11th MOA Meeting at Prime Minister’s Office, Putrajaya
Legal Awareness Programme: Talk on “Wasiat dan Harta Pusaka”
by Amanah Raya Berhad
Legal Awareness Programme: Talk on “Consumer Rights &
The Consumer Claims Tribunal” by Ministry of Domestic Trade
(Co-operatives and Consumerism)
Legal Awareness Programme: Talk on “An Overview of The Competition
Act 2010” by Malaysia Competition Commission (MyCC)
9th AIC Meeting at The Royale Bintang The Curve, Kuala Lumpur
CORPORATE PERFORMANCE MANAGEMENT
-
1 March 2011
31 March 2011
5 May 2011
15 August 2011
23 August 2011
17 October 2011
- 18 November 2011
• Procurement
• Travel and Accommodation
• Engaging a Consultant
• Fraud Mitigation
• Reporting
• Asset Disposal
Operations Policy & Procedures
•
•
•
•
Roles and Responsibility
Information Technology
Occupational Health & Safety (OH&S)
Self Assessment
• People Management
• Privacy and Confidentality
• Employee and Industrial Relations (E&IR)
Project Management
•
•
•
•
Scope Management
Milestone Management
Deliverables Management
Project Risk Management
• Issues Management
• Cost Management
• Project Reporting
- 21 November 2011
- 29 November 2011
128
Annual Report 2011
In 2011, Corporate Performance Management managed a total of 36 Strategic Projects under
10 Programmes within its portfolio which ranged from blueprints development, infrastructure,
economic, safety & security and social / human capital related projects.
10 programmes & 36 strategic projects
6
10
2
2
1
1
3
6
2
3
Iskandar
Malaysia CDP
Blueprints
Maintenance &
Operations
Iskandar
Malaysia
Information
Centre
Investment &
Marketing
Area Character
Statement
Johor Bahru
Transformation
Public Housing
Bus Industry
Restructuring
Roads
Safety &
Security
Strategic Management through leadership talks
Another key delivery of Corporate Performance Mangement was in the area of facilitating the
introduction of strategic thinking amongst staff in line with IRDA’s shared values that emphasises
on envisioning. In response to the dynamic and fast-changing external environment, wellrespected external speakers were invited to share thoughts and best practices in Strategic
Management under the platform of Strategic Management Talk Series. These talks had
provided different perspectives to strategic issues across various economic, management and
social-related matters. Some of the speakers are En Nizar Idris, Tan Sri Sulaiman Mahbob, Pn
Zainah Anuar and En Malik Imtiaz.
ROLES OF COMMISSIONERS’ OFFICE
The roles and responsibilities of the Commissioners’ Office is to expedite the issuance of
approvals needed while ensuring all policies outlined at Federal and State levels are aligned.
In 2011, the Commissioners’ Office had several engagements with various agencies particularly
with the State and Federal agencies especially on matters related to Iskandar Malaysia.
Activities include organising the Joint Ministerial Committee Lab in 2011. The Joint Ministerial
Committee for Iskandar Malaysia has become the platform to further strengthen and foster
bilateral cooperation between the two countries (Malaysia and Singapore) especially in areas
of transportation links, immigration, tourism and environment. The JMC platform has led to
the implementation of the Points of Agreement (POA) by both government of Malaysia and
Singapore. An agreement was signed in 2011 by both Malaysia and Singapore to implement
the Points of Agreement on Malayan Railway Land in Singapore between Government of
Malaysia and Government of Singapore. The agreement has led to the relocation of the KTMB
and Malaysian CIQ from Tanjong Pagar to Woodlands Train Checkpoint.
1. Identification of Key Stakeholders to take accountability in the Development of
Iskandar Malaysia - Public Agencies
2. Create Shared Interest in Developing Iskandar Malaysia through shared Business Plan Process
and Shared KPIs -Public Agencies
3. Dedicated Relationship Manager as a single point of contact to Key Stakeholders
- Public Agencies
4. To liase with and coordinate all relevant ministries, departments, offices, agencies,
authorities, commissions, committees, boards, councils or other bodies corporate or
incorporate of the Federal Goverment in order to expedite the issuance or grant of all
approvals for trade, investment or development required or available under the Federal
& State Laws
SPECIAL PROJECT: IRDA MOVING FORWARD (IMF) LAB
Guided by the Chief Executive and the top management team, Corporate Performance
Management had the privilege of facilitating the IRDA Moving Forward (IMF) Lab from October
to December 2011 with the motto of “Enhancing IRDA, Delivering Iskandar Malaysia”. The
objective of the lab is to chart the way forward and mould IRDA to be more effective, efficient,
and relevant in its role as an authority, to successfully achieve the vision of Iskandar Malaysia
by 2025. At the conclusion of the IMF Lab in December 2011, besides having enhanced
organisational objectives, there was also an implementation plan for 2012 to ensure better
execution of planned strategies.
129
130
Annual Report 2011
Financial Report
Internal Controls & Compliance
Statement by the Members of IRDA
131
133
134 - 135
136 - 137
138
139
140
141 - 170
132
Annual Report 2011
Internal Controls and Compliance
The Statement of Corporate Governance sets out the framework and process through which the
Authority and the Management of Iskandar Regional Development Authority (IRDA) ensures the
integrity and sound operational policies and procedures in accordance with prevailing laws, rules,
regulations, best practices and ethical business conduct.
THE AUTHORITY
The Authority is the highest decision-making body in IRDA. There are eight Members of the
Authority and it is co-chaired by Dato’ Sri Mohd Najib bin Tun Abdul Razak, the Prime Minister of
Malaysia and Dato’ Haji Abdul Ghani bin Othman, the Chief Minister of Johor.
The internal control system of IRDA is designed to safeguard IRDA’s resources, both physical
and intangible. The system covers organisational, financial, operational and compliance controls.
The internal control system also defines the lines of responsibility and delegation of authority,
documents internal policies and procedural manuals, and formulates corporate action plans and
the operational budget of IRDA.
There is an on-going process for identifying, evaluating and managing significant risks faced by
IRDA. This process includes updating the system of internal controls where there are changes to
the operations and regulatory requirements.
The key elements of the internal control system of IRDA are as follows:
Other Members of the Authority are eminent members from the public and private sectors, who
are appointed by virtue of Section 8(1) of the Iskandar Regional Development Authority Act
2007. The Authority is committed to ensure IRDA practices the highest standards of corporate
governance, in keeping with the Malaysian Code of Corporate Governance.
The Authority provides strategic directions, reviews and approves policies and decisions for the
development and promotion of Iskandar Malaysia, ensures proper financial administration and
human capital management and oversees the overall management of IRDA.
AUTHORITY MEETINGS
A total of two (2) Authority meetings were held on 5 May 2011 and 23 August 2011, for the year
ended 31 December 2011. The details of the Members’ attendance are as follows:
Designation
No. of Meetings
Attended
Dato’ Sri Mohd Najib bin Tun Abdul Razak
Co-Chairman
2/2
Dato’ Abdul Ghani bin Othman
• Periodical reporting by the Management to
the Authority and/or the Audit Committee
on financial and performance indicators as
well as key risk issues.
• A detailed budgeting process that
incorporates the input of all operational
functions of IRDA for the preparation of
the annual budget that is approved by the
Authority, as well as the Economic Planning
Unit of the Prime Minister’s Department and
the Treasury, Ministry of Finance, Malaysia.
• External audits conducted on the financial
statements of the Authority are under
the statutory purview of the National Audit
Department (Jabatan Audit Negara).
AUDIT COMMITTEE
Co-Chairman
2/2
Tan Sri Dr. Wan Abdul Aziz bin Wan Abdullah
(Represented by Dato’ Dr. Mohd Irwan Abdullah
and Y.Bhg Datuk Dr. Rahamat Bivi binti Yusoff,
Ministry of Finance
Member
2/2
The Audit Committee was set up to assist the Members of the Authority in fulfilling its oversight
responsibilities for the:
Datuk Noriyah binti Ahmad
(Represented by Dato’ Sri Dr. Ali bin Hamsa,
Director General, Public Private Partnership Unit)
Member
2/2
• Financial reporting process;
• System of internal control;
• Corporate governance;
Dato’ Haji Obet bin Tawil
Member
2/2
Dato’ Hamsan bin Saringat
Member
2/2
Tan Sri Azman bin Haji Mokhtar
Member
2/2
Tan Sri Dato’ Tan Kay Hock
Member
2/2
Chief
Executive/
Secretary
2/2
Ismail bin Ibrahim
• Audit process, internal and external; and
• Compliance to laws and regulations.
MEMBERSHIP AND MEETINGS
The agenda and a full set of papers for deliberation were distributed in a timely manner before
each meeting. This ensured that the Members had sufficient notice and thus were well prepared
for each meeting. All issues were deliberated and decisions made were minuted accordingly.
The Authority has set up Committees and delegated certain responsibilities to the Executive
Committee (“EXCO”) and the Audit Committee. The Committees operate with clearly defined
terms of reference.
133
• Clearly defined division and delegation of
responsibilities to the members of the senior
management including a robust organisation
structure and the appropriate levels of
authority for expenditure approval limits.
• Documented internal policies and procedures
that take into account the changing
environment, risks and enhancement to
processes.
• Establishment of committees to review and
recommend on key areas such as evaluation
of tenders, capital and operational
expenditure, projects, human resource issues
and other pertinent matters.
The Audit Committee (“AC”) comprised three members. The AC met two (2) times on 14 April
2011 and 7 August 2011 in the year ended 31 December 2011. The details of the members and
their attendance are as follows:
Designation
No. of Meetings
Attended
Y.Bhg. Tan Sri Dato’ Tan Kay Hock
Chairman
2/2
Y.Bhg. Tan Sri Dr. Wan Abdul Aziz
bin Wan Abdullah
Member
2/2
Y.B. Dato’ Haji Obet bin Tawil
Member
0/1
134
Annual Report 2011
Internal Controls and Compliance
INTERNAL AUDIT DEPARTMENT
IRDA’s Internal Audit Department (“IAD”) reports independently to the Audit Committee and
appraises the system of controls of IRDA. Internal Audit Department assists the Audit Committee
in the discharge of Audit Committee’s duties and responsibilities.
The principal roles of the Internal Audit Department are:
• To ensure that a sound internal control
system is in place and to provide reasonable
assurance that such a system continues to
operate satisfactorily and effectively for
IRDA.
• To provide independent and objective
evaluation of the operations with the view
to add value and improve the operational
efficiency, effectiveness and economy.
• To help the organisation accomplish
its objectives by bringing a systematic
and disciplined approach to improve the
effectiveness of risk management, control
and governance processes.
• To ensure that the internal audit activity is
managed effectively and the results of the
internal audit’s activities are communicated
to the Audit Committee periodically.
• The activities undertaken by Internal Audit
Department are in conformance with the
Code of Ethics and the International
Standards for the Professional Practice of
Internal Auditing issued by the Institute of
Internal Auditors.
The Audit Committee carried out the following activities over Internal Audit Department during
the year:
• Reviewed and approved the annual internal
audit plan to ensure adequate scope and
coverage.
• Reviewed the Internal Audit Department’s
resources to ensure that the function is
adequately resourced with competent and
proficient internal auditors.
• Reviewed the Internal Audit Department’s
performance and activities in relation to the
approved plan.
135
• Reviewed the internal audit reports which
were tabled, the audit recommendations
made and management’s response. The
Audit Committee also directed management
to rectify and improve the processes where
appropriate.
• Monitored the corrective actions taken on
the outstanding audit issues.
The financial year 2011 marks the 5th year of incorporation for IRDA and the start of the
“Tipping Point” of Iskandar Malaysia, during which key infrastructures and major iconic projects
will be completed and delivered.
As the global economy struggles to recover from the financial crisis which started since late
2008, IRDA remained steadfast and committed in delivering outstanding performance.
Income Statement
For the year ended 31 December 2011, IRDA’s grant was reduced to RM62.0 million (2010:
RM65.0 million). Nevertheless, high standards were maintained in ensuring continuous
investments and the strengthening of Iskandar Malaysia’s brand presence globally.
The key financial highlights are as follows:
1) IRDA recorded a surplus of income over expenditure of RM13.23 million mostly due to
IRDA’s profit sharing income of RM7.88 million (2010: RM5.04 million). The additional surplus
has been committed and approved by the management as well as ensuring a two months
operating expenditure reserve.
2) Operational expenditure has decreased by 19% compared to the previous year arising from:
a) IRDA’s efforts in curtailing expenditure in alignment with the lower government grants
approved and received in 2011 (2011: RM62.00 million, 2010: RM65.00 million);
b) The major expenditure in 2011 was employees’ cost of RM34.8 million, an increase of
10% as compared to the previous year due to incentive payments and increments;
c) Promotional costs reduced by 75% (2011: RM5.07 million, 2010: RM20.60 million) due to
IRDA’s strategic approach which focuses on:
i) Targeted marketing approaches at selected markets and investors resulting in a
significant reduction in overall promotional costs by RM15.53 million without
compromising on target deliverables;
ii) Enormous reduction in sponsorship for the Iskandar Johor Open (2011: RM0.5
million, 2010: RM7.91 million) while maintaining Iskandar Malaysia’s brand presence
in the tournament; and
iii Collaboration with strategic partners resulting in cost sharing arrangement without
reducing the intensity of promotional activities;
and
d) The professional consultation fees for 2011 have dropped to RM0.82 million (2010:
RM4.33 million) as a number of strategic projects have been completed in 2010. The
expenditures during the year were mainly incurred for the implementation of Blueprints
and maintenance of the existing Human Resource Information System and the Integrated
Procurement and Financial System.
136
Annual Report 2011
Breakdown of Operating Expenses For The
Year Ended 31 December 2011
Actual Operating Expenditure Breakdown
2011
61.3%
31.6% 6.6% 1.5%
2010
45.0%
Staff Cost & Benefits
Administrative Expenses
21.6%
27.2%
6.2%
Marketing & Promotions
Professional Consulting Fees
Balance Sheet
1)
Continuing its existing prudence drive, IRDA further curbed its investment on capital
expenditure by limiting it to cater for expenditure on replacements and improvements only.
Rather than purchasing new computer equipment, IRDA now leases its computers based on
3-years leasing contract. This approach has incurred savings and has allowed IRDA’s cash
flow to be redeployed.
2) Other receivables, deposits and prepayments mainly consisted of the cost sharing of
promotional activities held in collaboration with strategic partners in Iskandar Malaysia. This
amount fluctuates depending on event participation.
3) IRDA’s cash balance stood at RM359.95 million as at 31 December 2011 consisting of:
a) Operational cash balance of RM32.32 million were represented by accumulated profit
sharing income, committed professional consultancy fees, advertising and promotional costs
and other operational expenditures approved by the management as well as two months
operating expenditure reserve;
b) Development expenditure cash balance amounted to RM279.45 million mainly reserved
for contractual obligations under the Tenth Malaysian Plan projects. During the year,
government grants totalling RM592.70 million were received and RM608.54 million was
disbursed for various projects; and
c) Social Project Fund of RM48.20 million will be utilised in accordance to the social
projects approved by the Social Development Committee consistent with the strategies
and initiatives as stated in the Comprehensive Development Plan (CDP).
4) Other payables and accrued expenses consisted of contractual obligations under the
operating fund that have been settled after the year end and contractual obligations under
the development fund mainly due to the retention sum on progress payment of the Ninth
and Tenth Malaysian Plan projects.
5) The Authority did not have any capital commitments as at 31 December 2011.
137
138
(Established in
Malaysia under the
Iskandar Regional
Development
Authority Act, 2007)
Annual Report 2011
Statement by the Members
of Iskandar Regional Development Authority
by The Officers Primarily Responsible for The Financial Management
of Iskandar Regional Development Authority
We, YAB DATO’ HAJI ABDUL GHANI BIN OTHMAN and Y. BHG TAN SRI DATO’ TAN KAY
HOCK, being two of the Members of ISKANDAR REGIONAL DEVELOPMENT AUTHORITY
state that, in the opinion of the Members, the accompanying Financial Statements which comprise
the Balance Sheet, Income Statements, Statement of Changes in Equity and Cash Flow Statement
together with the notes thereto, are properly drawn up as to give a true and fair view of the state
of affairs of ISKANDAR REGIONAL DEVELOPMENT AUTHORITY at 31 December 2011 and of
its operating results and cash flows for the year ended on that date.
We, DATUK ISMAIL BIN IBRAHIM and NOR HISHAM BIN MOHD YUSOF, the officers primarily
responsible for the accounting records and financial management of ISKANDAR REGIONAL
DEVELOPMENT AUTHORITY, do solemnly and sincerely declare that the accompanying Balance
Sheet, Income Statement, Statement of Changes in Equity and Cash Flow Statement together
with the notes thereto are, to the best of our knowledge and belief, correct and we make this
solemn declaration conscientiously believing the same to be true, and by virtue of the provisions
of the Statutory Declaration Act, 1960.
On behalf of the Members,
Subscribed and solemnly declared by the above named at Johor bahru on this 20 JAN 2012
Name :
Position :
Date
:
Place :
YAB DATO’ HAJI ABDUL GHANI
BIN OTHMAN
Co-Chairman
8 March 2012
Johor Bahru
DATUK ISMAIL BIN IBRAHIM
(590508-01-6189)
(Established in
Malaysia under the
Iskandar Regional
Development
NOR HISHAM BIN MOHD YUSOF
(681102-10-5089)
Before me,
Name :
Position :
Date
:
Place :
139
Y. BHG TAN SRI DATO’
TAN KAY HOCK
Member
8 March 2012
Johor Bahru
COMMISSIONER FOR OATHS
140
Annual Report 2011
Balance Sheet as at 31 December 2011
(Established in
Malaysia under the
Iskandar Regional
Development
Group
Note
IRDA
2011
RM
2010
RM
2011
RM
2010
RM
Property, plant and equipment
3
2,619,244
3,668,652
2,619,244
3,668,652
Investments in subsidiaries
4
-
-
4
2
-
-
4
2
2,619,244
3,668,652
2,619,248
3,668,654
Current Assets
Other receivables, deposits and prepayments
5
1,818,827
1,507,905
1,818,827
1,507,905
Cash and cash equivalents
6
359,946,639
374,592,967
359,946,635
374,592,965
Amount owing from subsidiary
7
-
-
6,565
-
361,765,466
376,100,872
361,772,027
376,100,870
75,306,125
83,412,422
75,304,125
83,412,422
75,306,125
83,412,422
75,304,125
83,412,422
286,459,341
292,688,450
286,467,902
292,688,448
289,078,585
296,357,102
289,087,150
296,357,102
34,796,765
21,576,485
34,805,330
21,576,485
Current Liabilities
Other payables and accruals
8
Net Current Assets
Represented by:
Operating Fund
Special Development Fund
9
206,078,046
221,921,992
206,078,046
221,921,992
Social Projects Fund
10
48,203,774
52,858,625
48,203,774
52,858,625
289,078,585
296,357,102
289,087,150
296,357,102
The accompanying
notes form an
integral part of the
financial statements.
141
142
Annual Report 2011
Income Statement
for the year ended 31 December 2011
(Established in
Malaysia under the
Iskandar Regional
Development
Group
Note
IRDA
2011
RM
2010
RM
2011
RM
2010
RM
Government grants
11
62,000,000
65,000,000
62,000,000
65,000,000
Other income
12
7,912,458
5,086,159
7,912,458
5,086,159
69,912,458
70,086,159
69,912,458
70,086,159
(56,692,178)
(69,993,084)
(56,683,613)
(69,993,084)
13,220,280
93,075
13,228,845
93,075
Operating expenses
Surplus for the financial year
13
The accompanying
notes form an
143
144
Annual Report 2011
Statement of Changes in Equity
(Established in
Malaysia under the
Iskandar Regional
Development
Operating
Fund
RM
Special Development
Fund
RM
Social Projects
Fund
RM
Total
RM
21,483,410
79,588,679
51,842,467
152,914,556
Development grant received from Government
-
1,002,000,000
-
1,002,000,000
Utilisation of development grant
-
(847,304,311)
-
(847,304,311)
Utilisation of Stimulus Package fund
-
(12,362,376)
-
(12,362,376)
Utilisation of Social Projects fund
-
-
(190,673)
(190,673)
Interest income
-
-
1,206,831
1,206,831
93,075
-
-
93,075
21,576,485
221,921,992
52,858,625
296,357,102
-
592,700,000
-
592,700,000
-
(608,543,946)
-
(608,543,946)
-
-
(6,174,854)
(6,174,854)
Interest income
-
-
1,520,003
1,520,003
13,220,280
-
-
13,220,280
At 31 December 2011
34,796,765
206,078,046
48,203,774
289,078,585
Group
At 31 December 2009
At 31 December 2010
The accompanying
notes form an
145
146
Annual Report 2011
Statement of Changes in Equity (continued)
(Established in
Malaysia under the
Iskandar Regional
Development
Operating
Fund
RM
Special Development
Fund
RM
Social Projects
Fund
RM
Total
RM
21,483,410
79,588,679
51,842,467
152,914,556
-
1,002,000,000
-
1,002,000,000
-
(847,304,311)
-
(847,304,311)
Utilisation of Stimulus Package fund
-
(12,362,376)
-
(12,362,376)
-
-
(190,673)
(190,673)
Interest income
-
-
1,206,831
1,206,831
93,075
-
-
93,075
21,576,485
221,921,992
52,858,625
296,357,102
-
592,700,000
-
592,700,000
-
(608,543,946)
-
(608,543,946)
-
-
(6,174,854)
(6,174,854)
Interest income
-
-
1,520,003
1,520,003
13,228,845
-
-
13,228,845
At 31 December 2011
34,805,330
206,078,046
48,203,774
289,087,150
IRDA
At 31 December 2009
At 31 December 2010
The accompanying
notes form an
147
148
Annual Report 2011
Cash Flow Statement
(Established in
Malaysia under the
Iskandar Regional
Development
Group
Note
IRDA
2011
RM
2010
RM
2011
RM
2010
RM
13,220,280
93,075
13,228,845
93,075
1,677,582
2,148,026
1,677,582
2,148,026
(133,612)
(13,544)
(133,612)
(13,544)
14,764,250
2,227,557
14,772,815
2,227,557
(15,843,946)
142,333,313
(15,843,946)
142,333,313
(4,654,851)
1,016,158
(4,654,851)
1,016,158
(310,922)
470,544
( 310,922)
470,544
(8,106,297)
29,158,300
(8,108,297)
29,158,300
-
-
( 6,565)
-
(14,151,766)
175,205,872
(14,772,815)
175,205,872
(653,912)
(1,601,187)
(653,912)
(1,601,187)
-
-
( 2)
( 2)
159,350
113,000
159,350
113,000
(494,562)
(1,488,187)
(494,564)
(1,488,189)
NET (DECREASE)/INCREASE IN CASH AND CASH EQUIVALENTS
(14,646,328)
173,717,685
(14,646,330)
173,717,683
CASH AND CASH EQUIVALENTS AT BEGINNING OF FINANCIAL YEAR
374,592,967
200,875,282
374,592,965
200,875,282
359,946,639
374,592,967
359,946,635
374,592,965
CASH FLOW FROM OPERATING ACTIVITIES
Adjustment for :
Depreciation of property, plant and equipment
3
Disposal/write-off of property, plant and equipment
Surplus before working capital changes:
(Decrease)/Increase in:
Special development fund
Social projects fund
Other receivables, deposits and prepayments
Other payables and accruals
Amount owing from subsidiary
Net cash (used in)/from operating activities
CASH FLOW USED IN INVESTING ACTIVITIES
Purchase of property, plant and equipment
3
Acquisition of shares in subsidiary
Proceeds from disposal of property, plant and equipment
Net cash used in investing activities
CASH AND CASH EQUIVALENTS AT END OF FINANCIAL YEAR
6
The accompanying
notes form an
149
150
Annual Report 2011
Notes to The Financial Statements
31 December 2011
(Established in
Malaysia under the
Iskandar Regional
Development
1. GENERAL INFORMATION
ISKANDAR REGIONAL DEVELOPMENT AUTHORITY (“IRDA”) was established on
12th February 2007. The main activity of IRDA is to act as the authority empowered to
plan, promote, process, stimulate, facilitate and undertake the development of Iskandar
Malaysia.
The principal activity of the subsidiary company is disclosed in Note 4.
The total number of employees of IRDA at year end was 149 (2010: 150).
The principal place of operation of IRDA is located at #G-01, Block 8, Danga Bay, Jalan
Skudai, 80200 Johor Bahru, Malaysia.
The financial statements for the year ending 31 December 2011 was approved by the
Members of Authority through a Circular Resolution dated 8 March 2012.
2. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES
The following accounting policies are adopted by IRDA and are consistent with applicable
approved accounting standards for private entities issued by the Malaysian Accounting
Standards Board (“MASB”).
(continued)
Subsidiary (continued)
The purchase method of accounting is used to account for the acquisition of subsidiary
by IRDA. The cost of an acquisition is measured as the fair value of the assets given,
equity instruments issued or liabilities incurred or assumed at the date of exchange,
plus costs directly attributable to the acquisition. Identifiable assets acquired and
liabilities and contingent liabilities assumed in a business combination are measured
initially at their fair value on the date of acquisition, irrespective of the extent of any
minority interest.
In preparing the consolidated financial statements, transactions, balances and
unrealised gains on transactions between IRDA and subsidiary are eliminated.
Unrealised losses are also eliminated but considered an impairment indicator of the
asset transferred.
Minority interests are that part of the net results of operations and of net assets of a
subsidiary attributable to interests which are not owned directly or indirectly by IRDA.
The financial statements of IRDA are prepared on the historical cost basis except as
disclosed in the notes to the financial statements and in compliance with the provisions
of the Iskandar Regional Development Authority Act, 2007 and applicable approved
accounting standards for private entities in Malaysia.
(b) Basis of Consolidation
151
(c) Income Recognition
(a) Basis of Accounting
(b) Basis of Consolidation (continued)
Subsidiary
The financial statement of subsidiary company is included in the consolidated financial
statements from the date that control effectively commences until the date that control
effectively ceases. Subsidiary company is the enterprise controlled by IRDA. Control
exists when IRDA has the power, directly or indirectly, to govern the financial and
operating policies of an enterprise so as to obtain benefits from its activities.
Government Grants
Operating and development grants are recognized in the income statement when
the rights to receive the grants are approved and the grants will be received during the
financial year.
Development grants are recognized in the income statement over the financial period
necessary to match them with the costs they are intended to compensate. The grants
that do not match with the costs are presented in the balance sheet as deferred grants.
Deferred grants are amortised in the income statement over the life of the assets by an
amount equal to the depreciation charge.
152
Annual Report 2011
31 December 2011
(Established in
Malaysia under the
Iskandar Regional
Development
2. SUMMARY OF SIGNIFICANT ACCOUNTING
POLICIES (continued)
Property, plant and equipment are stated at cost less accumulated depreciation and
any accumulated impairment losses.
Depreciation
Property, plant and equipment purchased at cost of RM500 and below are expensed as
incurred. The straight line method is used to write off the cost of the property, plant
and equipment over the term of their estimated useful lives at the following principal
annual rates:
Motor vehicles
Computers and mobile phones
Furniture and fittings, office equipment and renovation 25%
33 1/3%
20%
(e) Other Receivables
Other receivables are carried at anticipated realisable values. Bad debts are written
off in the financial year in which they are identified. An estimate is made for doubtful
debts based on a review of all outstanding amounts at the financial year end.
(f) Taxation and Deferred Taxation
Current tax is the expected amount of income taxes payable in respect of dividend
income pursuant to the tax exemption obtained from the Ministry of Finance as
mentioned in Note 15. It is measured using the tax rate that have been enacted by the
Inland Revenue Board at the balance sheet date.
No deferred taxation is recognised for the financial year due to the tax exemption.
(h) Provision for Liabilities
(i) Cash and Cash Equivalents
Provision for liabilities is recognised when the Authority has a present legal and
contractual obligation as a result of past event, when it is probable that an outflow of
resources embodying economic benefits will be required to settle the obligation, and
when a reliable estimate can be made of the amount of the obligation. Provisions are
reviewed at each balance sheet date and adjusted to reflect the current best estimate.
Where the effect of the time value of money is material, the amount of a provision is
the present value of the expenditure expected to be required to settle the obligation.
Cash and cash equivalents consist of cash and bank balances, and deposit which are
readily convertible to known amount of cash and which are subjected to insignificant
risk of change in value.
(j) Impairment of Assets
At each balance sheet date, the Authority reviews the carrying amounts of its assets
to determine whether there is any indication of impairment. If any such indication
exists, the impairment is measured by comparing the recoverable amount with the
carrying amount of an asset and when the latter amount is higher, the asset is written
down to the recoverable amount. The recoverable amount of an asset is the higher
of its net selling price and its value in use, which is measured by reference to
discounted future cash flows.
An impairment loss is charged to the income statement immediately, unless the asset
is carried at revalued amount. Any impairment loss of a revalued asset is treated as
a revaluation decrease to the extent of previously recognised revaluation surplus for
the same asset. Should the impairment loss of an asset exceeds its revaluation surplus,
the surplus impairment loss is charged to the income statement.
Subsequent increase in the recoverable amount of an asset if carried at cost, is treated
as a reversal of the accumulated impairment loss previously recognised in the income
statement but the reversal is limited to the accumulated impairment loss previously
recognised, and if carried at revalued amount, is credited directly to revaluation
surplus.
(g) Other Payables
153
(d) Property, Plant and Equipment
(continued)
Other payables are stated at the amounts which the Authority is contracted or
obligated to settle plus any incidental legal expenses.
154
Annual Report 2011
31 December 2011
(Established in
Malaysia under the
Iskandar Regional
Development
(continued)
(k) Special Development Fund
Special Development Fund is managed on behalf of and funded by the Federal
Government under Ninth Malaysian Plan (RMKe-9) and Tenth Malaysian Plan (RMKe-10)
for infrastructure development project and Stimulus Package Fund used for Human
Capital Development Programmes.
All receipts are credited and all payments are debited to the account. Unutilised
amounts at the balance sheet date are shown as balance of the above fund.
(continued)
(m)Foreign Currency Transactions (continued)
The principal closing rates used in translation of foreign currency amounts at the balance
sheet dates are as follow:
2011
RM
2010
RM
1 Singapore Dollar (SGD)
2.44
2.39
1 Euro (EUR)
4.11
4.08
1 United Kingdom Pound (GBP)
(l) Social Projects Fund
4.90
4.78
11.37
10.99
1 Japan Yen (JPY)
0.04
0.04
1 Qatar Riyal (QAR)
0.87
0.85
1 Bahrain Dinar (BHD)
8.39
8.22
1 United Arab Emirates Dirham (AED)
0.86
0.84
1 Kuwait Dinar (KWD)
Social Projects Fund managed by the Authority is funded by third parties and utilised
for certain purposes in accordance with the provisions of Section 37 of Iskandar Regional
Development Authority Act, 2007.
All receipts are credited and all payments are debited to the account. Unutilised
amounts at the balance sheet date are shown as balance of the above fund.
(m)Foreign Currency Transactions
Transactions in foreign currencies are recorded in Malaysia Ringgit at rates of exchange
ruling at the time of the transactions.
Assets and liabilities in foreign currencies are translated into Ringgit Malaysia at the
approximate rates of exchange ruling at the balance sheet date. Assets and liabilities
not in foreign currencies are determined on fair value which translated into Ringgit
Malaysia at the approximate rates of exchange ruling at the balance sheet date.
Exchange differences arising from foreign currency are recognised in the income
statement.
3.18
3.08
3.22
3.14
100 Indonesian Rupiah (IDR)
0.03
0.03
100 South Korean Won (KRW)
0.27
0.27
1 Turkish Lira (TRY)
1.66
1.98
1 Brunei Dollar (BND)
2.44
2.39
1 Chinese Yuan Renminbi (CNY)
0.50
0.47
1 Danish Krone (DKK)
0.55
0.55
1 Swedish Krona (SEK)
0.46
0.45
1 Romanian New Lei (RON)
0.95
0.95
(n) Employee Benefits
155
1 United States Dollar (USD)
1 Australia Dollar (AUD)
Short Term Benefits
Wages, salaries, bonuses and social security contributions are recognized as an expense
in the year in which the associated sevices are rendered by employees of IRDA. Short
term accumulating compensated absences such as paid annual leave are recognized
when services are rendered by employees that increase their entitlement to future
compensated absences. Short term non-accumulating compensated absences such as
sick leave are recognized when the absences occur.
156
Annual Report 2011
31 December 2011
(Established in
Malaysia under the
Iskandar Regional
Development
(continued)
(n) Employee Benefits (continued)
Defined Contribution Plan
IRDAisrequiredbylawtomakemonthlycontributionstoEmployeesProvident
Fund(“EPF”),astatutorydefinedcontributionplanforallitseligibleemployees
based on certain prescribed rates of the employees’ salaries. IRDA contributions
toEPFaredisclosedseparately.Theemployee’scontributiontoEPFareincludedin
salaries and wages.
(o) Cash Flow Statement
IRDA adopts the indirect method in the preparation of the cash flow statement.
Cash equivalents comprise short-term, highly liquid investments with maturities of
less than three months from the date of acquisition and that are readily convertible
to known amounts of cash and which are subject to an insignificant risk of changes
in value.
157
158
Annual Report 2011
31 December 2011
(Established in
Malaysia under the
Iskandar Regional
Development
3. PROPERTY, PLANT AND EQUIPMENT
Motor Vehicles
RM
Computer
RM
Furniture and
Fittings,
Office Equipment
and Renovation
RM
Total
RM
At 1 January 2011
808,680
4 ,159,992
4 ,864,857
9,833,529
Additions
310,546
101,141
242,225
653,912
(229,913)
(325,420)
(230,789)
(786,122)
889,313
3 ,935,713
4 ,876,293
9,701,319
682,167
2,933,443
2,549,267
6,164,877
58,246
641,169
978,167
1,677,582
(229,910)
(325,372)
(205,102)
(760,384)
510,503
3,249,240
3,322,332
7,082,075
At 31 December 2011
378,810
686,473
1,553,961
2,619,244
At 31 December 2010
126,513
1,226,549
2,315,590
3,668,652
Depreciation charge for 2010
209,704
978,725
959,597
2,148,026
Operating Fund:
Cost
Disposal/ write-off
At 31 December 2011
Accumulated Depreciation
At 1 January 2011
Additions
Disposal/ write-off
At 31 December 2011
Net Book Value
159
160
Annual Report 2011
31 December 2011
(Established in
Malaysia under the
Iskandar Regional
Development
4. INVESTMENTS IN SUBSIDIARIES
6. CASH AND CASH EQUIVALENTS
IRDA
Group
2011
RM
2010
RM
4
2
Unquoted shares at cost
Bank balances
Name of
subsidiaries
Principle activities
Place of
incorporation
Date
acquired
Prisma Harta
Sdn Bhd
Manage the operation and
maintenance of the Public Housing
for Iskandar Malaysia
Malaysia
01/02/2010
IMSEC Sdn Bhd
Provide safety and security
services to Iskandar Malaysia
region
Malaysia
03/08/2011
The subsidiary companies have not started operations and remained dormant since the date
of incorporation.
2011
RM
2010
RM
2011
RM
2010
RM
9,004
9,002
9,000
9,000
32,311,197
17,677,227
32,311,197
17,677,227
32,320,201
17,686,229
32,320,197
17,686,227
279,450,946
304,072,424
279,450,946
304,072,424
279,450,946
304,072,424
279,450,946
304,072,424
48,175,492
52,834,314
48,175,492
52,834,314
48,175,492
52,834,314
48,175,492
52,834,314
359,946,639
374,592,967
359,946,635
374,592,965
Operating Fund:
Cash in hand
Details of the subsidiaries which is 100% owned are as follows:
IRDA
Special Development Fund:
Bank balances
Social Projects Fund:
Deposits with licensed bank
5. OTHER RECEIVABLES,DEPOSITS AND PREPAYMENTS
Total
Group and IRDA
2011
RM
2010
RM
Deposits
611,360
580,106
Prepayments
364,311
196,747
Operating Fund:
Other receivables
275,104
168,471
1,250,775
945,324
539,770
538,270
539,770
538,270
28,282
24,311
28,282
24,311
1,818,827
1,507,905
7. AMOUNT OWING FROM SUBSIDIARY
These represent unsecured interest free advances which are repayable on demand.
Deposits
Social Projects Fund:
Interest receivables
Total
161
162
Annual Report 2011
31 December 2011
(Established in
Malaysia under the
Iskandar Regional
Development
8. OTHER PAYABLES AND ACCRUALS
10. SOCIAL PROJECTS FUND
Group
IRDA
2011
RM
2010
RM
Group and IRDA
2011
RM
2011
RM
2010
RM
As at 1 January
52,858,625
51,842,467
Interest income
1,520,003
1,206,831
54,378,628
53,049,298
6,174,854
190,673
48,203,774
52,858,625
2010
RM
Operating Fund:
Other payables
938,857
326,147
938,857
326,147
Accruals
454,599
397,574
452,599
397,574
1,393,456
723,721
1,391,456
723,721
Less: Utilisation of Social Project Fund
As at 31 December
Other payables
Total
73,912,669
82,688,701
73,912,669
82,688,701
73,912,669
82,688,701
73,912,669
82,688,701
75,306,125
83,412,422
75,304,125
83,412,422
Other payables comprise amounts outstanding for ongoing costs. The amounts owing are
interest-free and have no fixed terms of repayment.
The Social Projects (“SPF”) Fund is established pursuant to Section 37 of IRDA Act 664 (Act 664) which shall
be used to finance social projects and schemes consistent with the strategies and initiatives as stated in the
Comprehensive Development Plan (“CDP”). The Fund is managed by the SPF Committee comprising of
independent members in accordance with the guidelines, policies and decisions made by IRDA, provided always
the said guidelines, policies and decisions are not in contravention of the Act and the CDP.
11. GOVERNMENT GRANTS
Group and IRDA
9. SPECIAL DEVELOPMENT FUND
2010
RM
As at 1 January
221,921,992
79,588,679
592,700,000
1,002,000,000
814,621,992
1,081,588,679
7,198,007
4,690,737
821,819,999
1,086,279,416
608,543,946
847,304,311
-
12,362,376
7,198,007
4,690,737
206,078,046
221,921,992
Less: Utilisation of Stimulus Package fund
Less: Interest income transferred to Operating Fund
As at 31 December
163
Government grants received
2011
RM
Less: Utilisation of development grant
2010
RM
62,000,000
65,000,000
62,000,000
65,000,000
Operating Fund:
Group and IRDA
Interest income
2011
RM
12. OTHER INCOME
Group and IRDA
2011
RM
2010
RM
700
41,000
7,875,593
5,036,124
36,165
9,035
7,912,458
5,086,159
Operating Fund:
Tender fees
Interest income
Other income
As at 31 December
164
Annual Report 2011
31 December 2011
(Established in
Malaysia under the
Iskandar Regional
Development
13. OPERATING EXPENSES
Group
IRDA
2011
RM
2010
RM
2011
RM
2010
RM
824,480
4,332,087
824,480
4,332,087
19,818
15,345
16,918
15,345
Board members’ allowances
325,355
242,000
325,355
242,000
Allowances - AIC Members & Advisory Council
334,484
234,081
334,484
234,081
4,500
3,000
4,500
3,000
700
7,600
700
7,600
Rental expenses
3,303,764
2,507,645
3,303,764
2,507,645
Depreciation of property, plant and equipment
1,677,582
2,148,026
1,677,582
2,148,026
5,000
-
5,000
-
19,125
-
19,125
-
5,665
-
-
-
23,403,717
22,470,052
23,403,717
22,470,052
4,692,847
4,259,467
4,692,847
4,259,467
81,846
77,266
81,846
77,266
193,371
190,066
193,371
190,066
6,139,364
4,352,342
6,139,364
4,352,342
216,343
165,611
216,343
165,611
43,580
9,068
43,580
9,068
Operating Fund:
The details of operating expenses are as follows :
Professional fees
Auditors’ remuneration
Allowances - IRDA Exco
Allowances - Tender Board A & B
Donation
Sponsorship
Secretarial fees
Staff costs
- Salaries and allowances
- EPF
- SOCSO
- Overtime
- Bonus
- Staff welfare
- Staff recruitment
The accompanying
notes form an
165
166
Annual Report 2011
31 December 2011
(Established in
Malaysia under the
Iskandar Regional
Development
13. OPERATING EXPENSES (continued)
Group
2011
RM
2010
RM
2011
RM
2010
RM
3,754,278
19,012,879
3,754,278
19,012,879
171,145
101,367
171,145
101,367
Training and seminar
1,709,268
851,768
1,709,268
851,768
Utilities charges
1,241,247
1,110,017
1,241,247
1,110,017
37,000
64,763
37,000
64,763
1,045,502
662,262
1,045,502
662,262
Printing and stationeries
276,030
323,943
276,030
323,943
Meeting expenses
681,375
414,763
681,375
414,763
Medical charges
103,279
65,445
103,279
65,445
188
756
188
756
1,037,313
719,581
1,037,313
719,581
12,143
33,377
12,143
33,377
1,312,357
1,613,227
1,312,357
1,613,227
General expenses
297,781
394,278
297,781
394,278
Security charges
208,735
191,489
208,735
191,489
5,656
6,375
5,656
6,375
317,641
246,597
317,641
246,597
Membership and professional subscriptions
13,772
29,753
13,772
29,753
Postage and courier
34,698
40,072
34,698
40,072
Accommodation and travelling
3,274,834
3,110,429
3,274,834
3,110,429
Gain on fixed assets disposal
(133,605)
(13,713)
(133,605)
(13,713)
56,692,178
69,993,084
56,683,613
69,993,084
Marketing and promotions
Entertainment
Website expenses
Upkeep of office equipment, premises and motor vehicles
Loss on foreign exchange
Insurance
Bank charges
Advertisement
Taxation fees
Licence and registration fees
167
IRDA
168
Annual Report 2011
31 December 2011
(Established in
Malaysia under the
Iskandar Regional
Development
14. STAFF COSTS
Group and IRDA
2011
RM
2010
RM
34,771,068
31,523,872
Operating Fund:
Staff costs
IncludedinstaffcostsareIRDA’scontributionstoEmployeeProvidentFundofRM4,692,847
(2010: RM4,259,467).
15. INCOME TAx
IRDA has obtained tax exemption under Section 127(3) of the Income Tax Act, 1967. All
income except for dividend income are exempted from tax beginning assessments 2007
until 2016.
16. OPERATIONAL COMMITMENTS
Group and IRDA
2011
RM
2010
RM
245,126
1,147,978
3,172,410
3,147,280
224,565
334,753
3,642,101
4,630,011
Approved and contracted:
Marketing and promotions
Consultancy and blueprint studies
General expenses
169
170

LIVING THE DREAM - Iskandar Regional Development Authority

Transcription

Similar documents

Citrawarna Malaysia

Brief - Juwita Suwito

back cover cover - GABUNGAN AQRS BERHAD (GAQRS)

POWERED BY HERBALIFE

catering rating (cr)

CYBERJAYA

CSR Report 2013 - Tokio Marine Singapore

6 - 8 OCTOBER 2016 DANGA CITY MALL, JOHOR BAHRU 9am

HIGHER EDUCATION TODAY

Backbone of the Company